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JKUAT Strategic Plan 2009-2012 1

JOMO KENYATTA UNIVERSITY OF

AGRICULTURE AND TECHNOLOGY

STRATEGIC PLAN

2009-2012

Setting Trends in Higher Education, Research & Innovation

JUNE 2009


JOMO KENYATTA UNIVERSITY OF AGRICULTURE AND TECHNOLOGY

MAIN CAMPUS – JUJA

P.O. BOX 62000 – 00200

CITY SQUARE

NAIROBI, KENYA

TEL: +254 020 6752711

FAX: +254 020 6752164

E - MAIL: [email protected]

WEBSITE: http//www.jkuat.ac.ke

MEMBERS OF THE TOP MANAGEMENT

Adan A. Mohammed Chairman of Council

Prof. Mabel. Imbuga Vice Chancellor

Prof. Ramonus Odhiambo Prof. Francis M. Njeruh Deputy Vice Chancellor, AA Deputy Vice Chancellor, APD

Prof. Esther Kahangi Deputy Vice Chancellor, RPE


TABLE OF CONTENTS Table of Contents …………………………………………………………………………………………………1 Forward ...................................................................................................................................................3 Acknowledgement ...................................................................................................................................5 Abbreviations and Acronyms....................................................................................................................6 Executive Summary .................................................................................................................................8 CHAPTER ONE: ORGANIZATION IN PERSPECTIVE .......................................................................... 9

1.0 Introduction ………………………………………………………………………………………………9 1.1 Justification of the JKUAT Strategic Plan .................................................................................... 9 1.2 The Strategic Planning Process ................................................................................................ 10 1.3 Organisation of the Plan ............................................................................................................ 10

CHAPTER TWO: INSTITUTIONAL REVIEW ........................................................................................ 11 2.0 Introduction ............................................................................................................................... 11 2.1 Fundamental Statements .......................................................................................................... 12 2.1.1 Vision Statement .................................................................................................................... 12 2.1.2 Mission Statement .................................................................................................................. 12 2.1.3 Mandate and Core Functions ................................................................................................. 12 2.1.4 Core Values ........................................................................................................................... 13 2.1.5 Statement of Principles .......................................................................................................... 13 2.1.6 Value Proposition ................................................................................................................... 14 2.2 Philosophy................................................................................................................................. 14 2.3 Current Organisation Structure and Staffing Levels .................................................................. 14 2.4 Current Funding: ....................................................................................................................... 15 2.4.1 Government Funding and Expenditure ................................................................................... 15 2.4.2 Alternative Funding and Expenditure ..................................................................................... 15

CHAPTER THREE: FORMATIVE ANALYSIS ...................................................................................... 16 3.0 Introduction ............................................................................................................................... 16 3.1 SWOT Analysis ......................................................................................................................... 16 3.2 STAKEHOLDER Analysis ......................................................................................................... 18 3.3 P-PESTEL Analysis .................................................................................................................. 20


3.4 SITUATION Analysis ................................................................................................................. 24 CHAPTER FOUR: STRATEGIC DIRECTION ....................................................................................... 33

4.0 Introduction ............................................................................................................................... 33 4.1 Strategic Issues ......................................................................................................................... 33 4.2 Strategic Goals .......................................................................................................................... 33 4.3 Strategic Objectives .................................................................................................................. 34

CHAPTER FIVE: IMPLEMENTATION, MONITORING, REVIEW AND EVALUATION ....................... 43

5.0 Introduction ............................................................................................................................... 43 5.1 Implementation .......................................................................................................................... 43 5.2 Monitoring ................................................................................................................................. 43 5.3 Review ...................................................................................................................................... 44 5.4 Evaluation ................................................................................................................................. 44

APPENDICES Appendix I IMPLEMENATION MATRIX Appendix II CURRENT ORGANIZATION STRUCTURE Appendix III MONITORING AND EVALUATION INSTRUMENT Appendix IV MONITORING AND EVALUATION PROCESS THROUGH BENCHMARKING


FOREWORD JKUAT recognizes that for the country to achieve her vision, the university has to play her rightful role in education, research and innovation. The university is keen in providing skills and knowledge required to steer Kenyans towards the social and economic goals of vision 2030. The university also understands the global dynamism and is keen in realigning her programmes to the national, regional and international needs. The university is keen in ensuring the training offered meet the global standards and is relevant to the needs of the society. To achieve this, a Directorate of Academic Quality Assurance was established in June 2008 whose terms includes but not limited to the validation and verification of programmes at JKUAT in accordance with Commission for Higher Education and the Inter-University Council of East Africa initiatives and guidelines. This is a clear sign of the University’s commitment to systematically and continually evaluate its teaching/learning in relation to quality, efficiency and relevance. It is on this basis that the University has established a quality assurance system and launched the JKUAT academic quality assurance policy. The need for the Kenyan government to realign her strategies to the best international practices has made it necessary for institutions of higher learning, including universities, to be more performance and result oriented in the delivery of her services as well as ensuring that the society is knowledge based and believes on results. Customer satisfaction is key in the public sector and stakeholders want their contributions translated into impact in society. JKUAT, as a public institution of higher learning, has a key role in ensuring that the contribution of government towards creating more access to university education is measurable. The university therefore must expand her facilities to cater for the increased demand for higher education in Kenya. This situation requires greater corporate focus, proper assignment of required resources, efficient and effective utilization of these resources and continuous monitoring. This strategic plan provides us with the roadmap towards achievement of the university mandate and functions for the period under review. The strategic plan is also congruent with the Kenya Government’s medium term plans geared towards achievement of the economic, social and political pillars. This process requires great support from our stakeholders to realize the overall objectives. This document should be seen as an inspiration for stakeholders to deliver maximum benefits and value in terms of quality university education and accruing value to the larger society. The greatest challenge in reviewing this strategic plan has been the involvement of the stakeholders in shaping the future of JKUAT. This process has heightened commitment and excitement and altered mindset for successful implementation of the Strategic Plan. It is therefore incumbent upon all stakeholders including Council members, staff and students among others to guard jealously their aspirations as spelt out in this strategic plan in order to ensure its successful implementation. The University must remain focused and be prepared to continuously adjust to new ideas and developments during the implementation of this plan.


The University Council will remain resolute in providing unwavering support and leadership so that the plan is implemented within the stipulated time period. May I take this opportunity to thank all the players who in one way or another contributed to the production of this important strategic plan. MR. ADAN A. MOHAMMED CHAIRMAN OF COUNCIL


ACKNOWLEDGEMENT

I wish to express my gratitude on behalf of Jomo Kenyatta University of Agriculture & Technology to those who contributed towards the revision of this Strategic Plan. My appreciation goes to the staff, students, and all senior management and key stakeholders such as the Government of Kenya, strategic partners, JICA and the private sector for their commitment and invaluable ideas and suggestions in the revision of this Strategic Plan. Special mention goes to the Chancellor, Chairman of Council, the Council, the Senate and the entire University fraternity for their wise leadership, valuable contributions, understanding and support in the revision of this Strategic Plan. Finally, my appreciation goes to Corplan Consultants for facilitating the strategic management process and the revision of this Strategic Plan. PROF. Mabel Imbuga VICE CHANCELLOR


ABBREVIATIONS AND ACRONYMS AA ACADEMIC AFFAIRS AAU ASSOCIATION OF AFRICAN UNIVERSITIES AICAD AFRICAN INSTITUTE FOR CAPACITY DEVELOPMENT APD ADMINISTRATION, PLANNING AND DEVELOPMENT AG ACTING ARCH ARCHITECTURE BEE BIOMECHANICAL & ENVIRONMENTAL ENGINEERING BIOCHEM BIOCHEMISTRY BPS BOARD OF POSTGRADUATE STUDIES CBD CENTRAL BUSINESS DISTRICT CEP CONTINUING EDUCATION PROGRAMMES CHE COMMISSION FOR HIGHER EDUCATION CMGT CONSTRUCTION MANAGEMENT COMESA COMMON MARKET FOR EASTERN AND SOUTHERN AFRICA EAC EAST AFRICAN COMMUNITY ECOWAS ECONOMIC COMMUNITY OF WEST AFRICAN STATES EPD ENTREPRENEURSHIP AND PROCUREMENT DEPARTMENT FS&T FOOD SCIENCE & TECHNOLOGY GEGIS GEOMATIC ENGINEERING & GEOSPATIAL INFORMATION SYSTEMS HELB HIGHER EDUCATION LOANS BOARD HIV/AIDS HUMAN IMMUNO-DEFICIENCY VIRUS / ACQUIRED IMMUNE DEFICIENCY

SYNDROME IASTE INTERNATIONAL ASSOCIATION OF STUDENTS IBR INSTITUTE OF BIOTECHNOLOGY RESEARCH ICIPE INTERNATIONAL CENTRE FOR INSECTS, PEST AND ECOLOGY ICRAF INTERNATIONAL CENTRE FOR RESEARCH ON AGROFORESTY ICSIT INSTITUTE OF COMPUTER SCIENCE & INFORMATION TECHNOLOGY ICT INFORMATION COMMUNICATION TECHNOLOGY IEET INSTITUTE OF ENERGY AND ENVIRONMENTAL TECHNOLOGY IGUS INCOME GENERATING UNITS IHRD INSTITUTE FOR HUMAN RESOURCE DEVELOPMENT IT INFORMATION TECHNOLOGY ITROMID INSTITUTE OF TROPICAL MEDICINE & INFECTIOUS DISEASES IUCEA INTERUNIVERSITY COUNCIL OF EAST AFRICA JAB JOINT ADMISSIONS BOARD JICA JAPAN INTERNATIONAL COOPERATION AGENCY JKUAT JOMO KENYATTA UNIVERSITY OF AGRICULTURE & TECHNOLOGY KARI KENYA AGRICULTURAL RESEARCH INSTITUTE KCA KENYA COLLEGE OF ACCOUNTANCY KEBS KENYA BUREAU OF STANDARDS KEFRI KENYA FOREST RESEARCH INSTITUTE KEMRI KENYA MEDICAL RESEARCH INSTITUTE KIM KENYA INSTITUTE OF MANAGEMENT KSPS KENYA SCHOOL OF PROFESSIONAL STUDIES KV2030 KENYAN VISION 2030


MOU MEMORANDUM OF UNDERSTANDING MTP MEDIUM TERM PLAN 2008-2012 OF VISION 2030 NGOS NON GOVERNMENTAL ORGANIZATIONS NIBS NAIROBI INSTITUTE OF BUSINESS STUDIES RPE RESEARCH PRODUCTION AND EXTENSION SABS SCHOOL OF ARCHITECTURE AND BUILDING SCIENCES SPC STRATEGIC PLANNING COMMITTEE SACCO SAVINGS & CREDIT COOPERATIVE SOCIETY SWOT STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS UMB UNIVERSITY MANAGEMENT BOARD VC VICE CHANCELLOR


EXECUTIVE SUMMARY JKUAT is currently guided by a 10 year strategic plan (2004-2014). The principal reference policy at its formulation was the Economic Recovery Strategy for Employment and Wealth Creation (ERSEWC) whose end was marked in 2007. Subsequently, the Kenyan Government has formulated a new National Vision 2030 (2008-2030). Its implementation is approached through five year planning horizons. In keeping with national responsibility aligned to its mandate, JKUAT is under duty to play its role and commitment. This underscores the need for the alignment of its strategic plan to the new Kenyan vision 2030. In compliance with the performance contracts policy in government, the planning platform must be linked to the implementation platform. The strategic plan is premised on involvement on account of analysis, informed action, follow up and evaluation of results. These are clearly set out in the analysis results, goals, strategic issues, strategic objectives, strategies and activities that the JKUAT intends to pursue in the next four years. This plan is presented in five chapters where chapter one gives an introduction within which an overview of the JKUAT, justification of the plan, the strategic planning process and the plans organization are included. Chapter two gives an institutional review detailing the fundamental statements covering the vision, mission, mandate, core functions, core values, statement of principles, value proposition, policy priorities, current organizational structure, current funding and achievements of the university. Chapter three presents the formative analysis covering SWOT, STAKEHOLDER, PESTEL and SITUATION analyses. Chapter four details the strategic issues, strategic goals and objectives as well as strategies and activities to be pursued during the plan period. Chapter five tail ends the plan with the implementation, monitoring, review and evaluation processes.


CHAPTER ONE: ORGANIZATION IN PERSPECTIVE 1.0. Introduction

JKUAT is a public agency of the Kenyan Government. Under the Presidential Circular No.1/2008 of May 2008 on organization of government of the republic of Kenya, JKUAT among other universities are placed under the Ministry of Higher Education, Science and Technology. JKUAT was founded in 1981 as a middle level college named Jomo Kenyatta College of Agriculture and Technology. Later in 1989 it became a constituent college of Kenyatta University and admitted its first group of students to the undergraduate degree programmes. JKUAT attained its full fledged University status in 1994. Throughout this period JKUAT was under a technical co-operation agreement between the Governments of Kenya and Japan, until the year 2001 when the programme ended. As a middle level college the institution ran certificate and diploma courses in Agriculture, Engineering and Architecture. Upon being upgraded to a constituent college it offered diploma and degree courses in Agriculture, Science, Engineering and Architecture. Over these years, JKUAT had a Vision, which read: ‘Strive to emerge as a regional Centre of Excellence in the fields of Agriculture, Engineering, Technology, Applied Sciences and Enterprise Development; and a Mission, which read: ‘to enhance human resource development through distinctive training and research’. JKUAT’s competitive advantage lies in her ability to maximize on the brainpower, of its trainers and trainees, in the building of human capacity and development of human resources, provision of quality university education in science and technology, which make JKUAT a strategic institution for economic development. 1.1. Justification of the Review of JKUAT Strategic Plan As one of the State Corporations under the ministry of Higher Education in the government of Kenya, JKUAT needs to define its strategic direction in line with the government policy as set out in the guidelines on strategic planning issued by the Ministry for Planning and National Development and Vision 2030, guidelines on MTEF by the Ministry of Finance, guidelines on M&E by National Integrated Monitoring and Evaluation System for Kenya 2007-2012, guidelines on the performance contracting by the reform and performance contract secretariat, Kenya vision 2030 – Medium Term Plan, sessional paper No. 1 of 2005, EAC Treaty on Education and the sector policy and strategy, IUCEA development plan 2006- and the NEPAD – all education programmes among others. All these take into account the dynamic circumstances in the demand for Higher Education. The JKUAT Strategic Plan covers all these key policy documents and provides the university’s rallying vision, mission, core functions, core values, principles, strategic issues, strategic objectives, organizational structure and resource requirements. The emphasis in the strategic planning process has been placed on complements of facts and capacities as a strong basis for implementation.


In spite of global economic uncertainties that lie ahead of our country this Strategic Plan will assist JKUAT to overcome its weaknesses and threats as well as maximize on its strengths and opportunities for the benefit of the country and the region at large. 1.2. The Strategic Plan Review Process Preliminary briefing sessions held with the Vice Chancellor, Deputy Vice Chancellors, and heads of division provided the first opportunity for a rapid situation analysis to underscore the outstanding issues and determine the expected outcomes of the strategic planning process. A literature review and analysis of a series of key reference materials followed. This was done with a view to integrating the provisions therein that related to the JKUAT mandate and to incorporate the essential planning inputs not taken into consideration during the formulation of the JKUAT strategic plan 2004-2014. Additional information was gathered through consultations with key internal and external stakeholders including but not limited to government ministries, parastatals, private companies, students and university staff. Both primary and secondary data were collected, analyzed and evaluated for relevance to this strategic plan review. 1.2.1. Process To guide the review process, was a liaison Committee consisting of representatives from each division serving under the chairmanship of the DVC, APD. Regular consultations were carried out with the liaison committee and progress reports communicated. Regular briefings were made to guide the generation of inputs as to positions forming as well as imparting the principles and concepts for effective planning. A four day internal stakeholders retreat was held at Merica Hotel in Nakuru, from the 13th to the 16th of June, 2009 to discuss the formulation of the zero draft. The process of stakeholder validation included sessions with the governance organs of JKUAT. The views and amendments arising therefrom were incorporated into a final strategic plan. 1.2.2. Information Gathering Through consultations, benchmarking, literature review, one on one discussions and workshops, the consultant collected the pertinent information, analyzed and reviewed it jointly with the liaison team to provide an adequately informed basis for developing the components of this strategic plan. 1.3. Organization of the Plan The reviewed JKUATC Strategic Plan 2009-2012 is organized and discussed in six chapters. Chapter One involves an introduction, which gives an overview of JKUAT, a justification of JKUAT Strategic Plan and the summary of its organization. Chapter Two covers the JKUAT review as an institution, while Chapter Three involves the Formative Analysis. Chapter Four covers the JKUAT strategic direction wherein strategic issues, objectives, strategies and activities adopted are detailed. Chapter Five presents proposed structural reforms and resource mobilization in response to the reviewed strategy. Chapter Six presents the implementation, monitoring and evaluation processes inclusive of the structures for delivery. The chapter covers the implementation matrix as presented in Annex I.


CHAPTER TWO

INSTITUTIONAL REVIEW 2.0. Introduction JKUAT was founded in 1981 as a middle level college named Jomo Kenyatta College of Agriculture and Technology. Later in 1989 it became a constituent college of Kenyatta University and admitted its first group of students to the undergraduate degree programmes. JKUAT attained its full fledged University status in 1994. As a middle level college the institution ran certificate and diploma courses in Agriculture, Engineering and Architecture. Upon being upgraded to a constituent college it offered diploma and degree courses in Agriculture, Science, Engineering and Architecture. As provided for in the JKUAT Act, 1994, the functions and objectives of JKUAT have been detailed to include, to provide directly or indirectly or in collaboration with other institutions of higher learning facilities for university education and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of the citizen of Kenya; participation in the discovery, transmission and preservation and enhancement of knowledge to stimulate the intellectual participation of students in the economic, technological, agricultural, professional and cultural development of Kenya; playing an effective role in the development of agriculture and technology in conjunction with industry and to provide extension services so as to contribute to social and economic development of Kenya; finally, subject to the university Act (Cap 210), cooperating with government in the planned development of the university education and in particular to examine and approve proposals for new faculties, new departments, new degree courses or new subjects of study proposed to it by any constituent college or other post-secondary institution; to determine how to teach, what may be taught, how it may be taught and when it may be taught at the university. International, continental, regional and national governance instruments as well as management circulars issued from the offices of the president define other areas of the institution’s responsibility. Informal expectations from stakeholders orientate or generate further areas of the institution due for responsibility. JKUAT formulated its current development strategy, the JKUAT Strategic Plan 2004-2014, which guided its functions in 2004-2008 before this review and alignment to the new national KV 2030 MTP. A review of its four year implementation shows that the plan was not adhered to hence the goal was not fully achieved. It also shows that the formulation was inconsistent with the principle of sublimity thereby making the plan ineffective in its intended contribution to development as the vision then stated.


2.1. Fundamental Statements 2.1.1. Vision Statement The Jomo Kenyatta University of Agriculture and Technology vision is to be, “A university of global excellence in training, research and innovation for development.” 2.1.2. Mission Statement To provide accessible quality university education, training, research and innovation in order to produce leaders in the fields of Agriculture, engineering, technology, enterprise development, health and other applied sciences to suit the needs of a dynamic world. 2.1.3. Mandate and Core Functions As provided for in the Jomo Kenyatta University of Agriculture and Technology Act, 1994, the university is mandated as follows;

(a) To provide directly or indirectly or in collaboration with other institutions of higher learning, facilities for University education (including agriculture, scientific, cultural, technological, and professional education), and integration of teaching, research and effective application of knowledge and skills to the life, work and welfare of the citizens of Kenya;

(b) To participate in the discovery, transmission and preservation and enhancement of knowledge and

to stimulate the intellectual participation of students in the economic, technological, agricultural, professional and cultural development of Kenya;

(c) To play an effective role in the development of agriculture and technology in conjunction with the

industry and to provide extension services so as to contribute to the social and economic development of Kenya;

(d) Subject to the Universities Act (Cap 210), to cooperate with the Government in the planned

development of University education and, in particular, to examine and approve proposals for new faculties, new departments, new degree courses or new subjects of study proposed to it by any constituent college or other post-secondary institution; to determine who may teach, what may be taught, how it may be taught and when it may be taught at the University.

Drawn from the mandate, JKUAT has formulated the following core functions;

1. Provide quality university education and training 2. Stimulate intellectual participation of students and staff 3. Provide foundation for professional development 4. Carry out research and innovation activities 5. Participate in discovery, preservation and application of knowledge 6. Engage in productive linkages and partnerships 7. Engage in needs-based community service and technology transfer for development


2.1.4. Core Values JKUAT core values constitute the fundamental bedrock beliefs that drive the University. These beliefs are essential and must be upheld because they make the university visionary for the defined standards of behaviour that make her culture. These values will help JKUAT in the transformation of her human conduct in governance and management practices. JKUAT therefore upholds the following core values; Quality Adopt and ensure high standards in executing the JKUAT mandate. Team work Adapt a participatory approach in discharging the mandate of the university Professionalism Maintain high standard of operations through skill development and training Innovation Utilize the latest, up to date and most appropriate technology in achieving JKUAT objectives Dynamism Achieve new heights with exemplary success drawing from high levels of energy and enthusiasm. Transparency Uphold clarity and simplicity in all JKUAT endeavours. Accountability Demonstrate responsibility for all JKUAT decisions, actions and responsive explanations. Integrity Uphold the quality of being honest and having strong moral principles in all its operations. 2.1.5. Statement of Principles JKUAT’s achievement of the objectives articulated in its Strategic Plan 2009-2012 shall be governed by the principles of: Shared responsibility: This provides for peer complementarity in effective delivery of university programmes and projects Delegated authority: This provides for the transfer of devolved responsibility for ease of execution Subsidiarity: This provides for multi level participation and the involvement of a wide range of stakeholders in realization of the university’s aspirations. Equity: Provide for conscious balance in distribution of benefits accruing or to be derived from the university’s programmes and projects.


Responsiveness: This demands informed engagement to focus utilization of university resources. Asymmetry: This recognises the need to address differentials and imbalances in the university programmes and projects. Sublimity: This will enable harmonisation of national policies, strategies, plans, laws and standards with other universities at national, regional and international levels. 2.1.6. Value Proposition A dynamic, future-oriented institution with a strong focus on excellence through generation and delivery of applicable knowledge for socio-economic development. 2.2. Philosophy JKUAT’s success will depend on visionary leadership, innovation and teamwork. JKUAT shall endeavour to attract, develop, motivate and retain a multi skilled workforce and nurture a consultative working environment. JKUAT shall adopt ethical standards and best practices and utilize the latest up to date and most appropriate technology. JKUAT shall strive to contribute to the communities and environment among which she operates to realize both her vision and mission. (Update) 2.3. The Current Organization Structure and Staffing Levels As provided for under clause 11 (1and 2) of the JKUAT Act, 1994, the President of the Republic of Kenya has appointed the Chancellor for Jomo Kenyatta University of Agriculture and Technology who is the head of the University. The President has appointed the Council whose function is to govern, control and administer the University. He has also appointed the Vice Chancellor who is the JKUAT chief executive. The Deputy Vice Chancellor (Academic Affairs), Deputy Vice Chancellor (Research, Production and Extension) and Deputy Vice Chancellor (Administration Planning and Development) have been appointed by the Council to assist the Vice Chancellor in the day to day running of the University. The Chief Public Relations Officer, Director Enterprise Development, Chief Internal Auditor and the Chief Security Officer report directly to the Vice Chancellor. The Deans, Registrars, Principal Medical Officer, University Librarian, Directors of Institutes, report to respective Deputy Vice Chancellors. The University Council comprises of distinguished leaders in Education, Finance, Management, Science, Agriculture, Technology, Engineering and other professions. This team works towards making JKUAT strive passionately towards the betterment of the Kenyan people and the World in general through the provision of quality scientific and technological university education. The new organization structure facilitates maximization of human resources capacity and technology towards a broad unity of purpose, with training and research as the core functions. It reduces duplication of efforts, encourages speed in the decision-making process and has an inbuilt results oriented performance approach. The current organization structure of the university is as shown in Appendix II


2.4. Current Funding 2.4.1 Government Funding and Expenditure Over the analysis period, the recurrent budget of JKUAT has maintained at Ksh.881,070,048 for the last three financial years, that is, 2006/07, 2007/08 and 2008/09. Significant variations are observed between this figure and the budget submission for the three years. The university submitted Ksh. 3,592,321,063, Ksh. 5,709,352,329 and Ksh. 4,463,798,056 for the three years consecutively. In the current financial year, 2009/10, the university’s allocation increased to Ksh.1,165,000,000 thereby reflecting a 32.2% increase. However this too did not match the submission of Ksh.5,720,000,000 that the university had made. The university has increased to receive low budgetary allocations despite the role it plays in economic development of this country. University’s funding and Expenditure for the period 2006/07-2008/09 is as tabulated below;

Financial Year

Budget Submission

Government Capitation

Appropriations-In- Aid

Actual Expenditure

2006/2007

3,592,321,063

881,070,048

980,046,960

1,848,306,373

2007/2008

5,709,352,329

881,070,048

1,160,528,072

2,040,874,491

2008/2009

4,463,798,056

881,070,048

1,708,958,032

2,500,000,000

2009/2010

5,720,000,000

1,165,000,000

1,935,000,000

2.4.2 Alternative Funding and Expenditure Apart from government funding the university is able to generate revenue from alternative sources, these include, fees from students and income generating activities. This has substantially increased through the analysis period. In 2006/07 the university raised Ksh980,046,960, in 2007/08, Ksh. 1,160,528,072 was raised resulting to 18.4% increase. In 2008/09, Ksh. 1,708,958,032 was raised thereby reflecting an increase of 47.3%. Following the trend above, the university targets to raise, Ksh.1,935,000,000 in the financial year 2009/10.


CHAPTER THREE FORMATIVE ANALYSIS 3.0. Introduction JKUAT exists within the context of the Kenyan political, economic and social environment. Issues of cultural, economic and regional diversity are critical for her existence. JKUAT is therefore a creation of her history, traditions, background, surroundings and her relationship with all her stakeholders. These factors which are both internal and external affect the way JKUAT accomplishes her vision and mission. In fact some significant threats and opportunities are available to guide the University towards specific objectives. The political, social, economic and technological challenges influence and even determine the opportunities and restraints for realizing the strategic objectives. 3.1. SWOT Analysis JKUAT has therefore identified through SWOT analysis techniques key strengths, weaknesses, opportunities and threats as discussed here below. STRENGTHS WEAKNESSES 1. Diversified and well balanced market driven

academic programs and curricula 2. Opportunities for increased revenue from

income generating projects 3. Improved student welfare services for high

student retention rate 4. Integration of ICT in university operations 5. Amiable relationship between Juja community

and JKUAT 6. Increased access to JKUAT programs through

new campuses and collaborating institutions 7. Open door policy in management of staff and

student issues 8. Transformative leadership style 9. Strong linkages with international, regional and

national institutions of higher learning and other educational bodies

10. Strategic location of JKUAT in a noise-free environment easily accessible from the capital city of Nairobi and the highland of Mount-Kenya

11. Established campuses at strategic locations 12. Strong human resource base 13. strong capital resource base 14. Disciplined culture among students and staff 15. Strong adherence to the academic calendar 16. Strong staff welfare facilities such as the

University hospital and staff SACCO

1. Lowly motivated staff 2. Inadequate maintenance of buildings and

facilities 3. Rigid and bureaucratic administrative

procedures and processes 4. Limited funding for programmes and

programme development 5. Lack of elaborate and fool proof reward

system for best performing staff and students

6. Embracing Functional approach by university Departments

7. Lack of team spirit in some University activities

8. Inadequate teaching and learning facilities. 9. Limited funds for research and innovation 10. Weak marketing strategies for University

programs 11. Poorly stocked Library 12. Inability to attract and retain best staff 13. Lack of policy for physically, mentally and

visually challenged individuals 14. A differentiated staff development policy for

academic and non-academic staff 15. Lack of clear policy for appointment to

senior positions 16. Lack of policy on HIV/AIDS


17. Competent and Supportive Council 18. Participative and supportive Alumni 19. participative approach in management (in

decision-making and policy formulation)

17. Lack of regular performance appraisal system for staff

18. Lack of Job descriptions for university staff 19. Weak policy on students’ exchange program 20. Weak social and recreational facilities for

staff and students 21. Inadequate transport facilities

OPPORTUNITIES THREATS 1. Change of government fiscal and monetary

policy; 2. Political stability in the country and within East

Africa; 3. High demand for university education; 4. ICT growth and its application in teaching and

research; 5. National and International jobs opportunities for

Kenyan graduates; 6. Strategic partnership with local and

international organizations; 7. Innovative technological advancements; 8. Increased investment in research development

activities by the university and the Government; 9. Emerging global economic blocks; 10. Growth of service industry 11. Opportunities for students’ loans and bursaries; 12. A growing alumni and students exchange

programs 13. International partnership and collaborative

opportunities; 14. Training, research and consultancy services

within EAC and COMESA region; 15. Linkages with reputable private and public

sector organizations; 16. Staff exchange programs locally and

internationally; 17. Market opportunities for rolling out JKUAT

programs in neighboring countries; 18. Great demand for higher education in Kenya; 19. Rising demand for short courses that are

business oriented 20. Increased demand for the University products

and services; 21. Medium term plans and Vision 2030 22. JKUAT’s good national and international image 23. Open door policy on student leadership

1. Affordable and competitive academic programs in other Universities

2. Prevalence of HIV/AIDS and other epidemics; 3. Impact of high poverty levels on university

education 4. Decline of financial sustainability to support the

University’s growth; 5. Proliferation of common and uniform academic

courses; 6. Maintenance of quality assurance on all

University programs; 7. Increased competition from other universities

and other tertiary technical colleges offering University programs

8. Mismatch of teaching and learning facilities with students admission

9. Changes in technology 10. Rising unemployment for graduates; 11. Danger of an unstable economic and political

environment; 12. Politically appointed management and leaders; 13. Brain drain effects on the university HR base. 14. Weak JKUAT-industry linkages; 15. Dependence on government and donor funding

for University programs; 16. Increased competition from international

universities with satellite campuses 17. Decline of moral values and ethics at the

University; 18. High rate of insecurity at JKUAT

3.2. STAKEHOLDER Analysis


JKUAT recognizes the existence of a number of stakeholders with diverse interests and influence on the conduct of its activities. The major stakeholders identified include students, staff, the government, the community, the industry, development partners, research and development institutions and, institutions of higher learning, all with stakes in the performance of the University. JKUAT strongly believes that the identified stakeholders are critical to the success of its activities. It is the commitment of the University to carry out stakeholder analysis on a continuous basis in order to identify changing needs to ensure cooperation and support in the achievement of its mission. The university’s linkage with its stakeholders is summarized in the following Table: - Table 1: Linkage with Stakeholders Stakeholder Stakeholder Expectation JKUAT Expectation Students • Quality and affordable

programmes • Conformance of programmes

to relevant professional regulatory bodies

• Variety academic programmes

• Health and recreation facilities

• Safe accommodation • Affordable and good quality

catering services • Health, safe and secure

environment • Defined programmes

schedules

• Discipline • Compliance with the

university rules and regulations

• Academic excellence • Sanity and order

Staff • Sustainability of the University

• Defined career progression • Health, safe and secure

environment • Security of tenure • Training and development

opportunities • Welfare services • Equity • Adequate remuneration

• Quality service • Meritocracy • Loyalty and sustainable

service

Government • Quality human resource capacity for national development

• Programmes based on national development needs

• Innovations for

• Regular and adequate funding.

• Development of policies that govern university education


industrialization • Needs-based community

extension and technology transfer

• Proper utilization and accounting of Government contributions

Community • Social responsibility programmes

• Improved roads • Clean environment • Disciplined students • Needs-based extension • Creation of jobs • Appropriate technologies

• Cooperation • Responsibility • Information • Support

Development partners • Efficient use of donations and grants

• Funded project outputs

• Donor support • Stewardship • Mutual benefits

Industry • Research outputs and innovations of commercial value

• Quality graduates • Joint research and

development projects • Solutions to industrial and

operational problems

• Sustainable partnership • Utilization of products and

opportunity for graduates • Collaboration

Research and development institutions and institutions of higher learning

• Joint projects • Exchange programmes • Sharing the use of critical

equipment and other resources

• Knowledge exchange • Mutual projects support • Peer guidance


3.3. PESTEL Analysis Policy Factors: Since 2005, the education sector has been guided by the sessional paper No. 1 of 2005 on a policy framework for education, training and research. The policy is premised on the focus on education as enhancing the ability of Kenyans to preserve and utilize the environment for productive gain and sustainable livelihoods. In addition, the development of quality human resource is central to the attainment of national goals for industrial development. Education is necessary for the development and protection of democratic institutions and human rights. Indeed the provision of quality education and training is in fact a human right for all Kenyans in accordance with the Kenyan law and the international conventions. University education is central to national development with the long term policy of the government of Kenya being provision of a framework for a sustainable, competitive and autonomous national university system. Any strategic university would ride on its comparative strengths as well as focus on reducing wastage through unnecessary duplication. Further, such a university will pursue the development of a diversified financial base and enhanced managerial independence complete with requisite efficiency and effectiveness. Attention shall be paid to issues of relevance, responsiveness to the market and to national priorities. Indeed university education and training need to be demand driven, of high quality, gender sensitive, technologically informed, research supported, well governed and globally marketable. All these will heavily gain through creation of linkages with universities and relevant industries. Admitted, the expansion of higher education over the past two decades has been rapid. However, challenges outstand in the areas of access, equity, quality, modernization, research, governance and prudence in management. Other policies that would impact on the management of JKUAT would be those formulated and/or reviewed by CHE, HELB, JAB and other relevant institutions. On the other hand, JKUAT would draw from and be bound by policies for higher education formulated by the EAC secretariat, IUCEA, AICAD and AAU. Political Factors: The political governance in Kenya is vested in a two party coalition government. Both parties prior to the December 2007 elections rolled out their manifestos making broad political commitments. In direct reference to higher education, the following political commitments marked their intentions;

Rationalize university administration to reduce costs and increase efficiency. Encourage the participation of omen and other marginalized groups in university education Invest in research, development and innovation through the establishment of an agency that brings

together current research, proof of concept, incubator and equity support from the government. Allocate more funds to increase learning facilities in public universities. Expand HELB support to enable it to disburse greater funds beginning with Ksh. 2billion in 2008

and to disburse loans to all university students both in public and private universities. Restructure CHE to boost its capacity sufficiently in order to fulfill its expanded mandate. Start and open university in Kenya in July 2008 Design a comprehensive student financing programme to ensure that all those who enroll for

university are given loans by HELB.


It is hoped that the foregoing would be key references for government policy formulation and review as well as commitment for university oriented projects and programmes. Meanwhile, under the Kenyan vision 2030, the universities are charged with the responsibility of creating a knowledge based society that upholds justice, democracy and accountability. In this regard, the university will be under duty to promote a culture of compliance with laws, civility and human decency in behaviour among the university community and between the university community and outside world. At the same time, the government, communities, development partners and other stakeholders continue to make substantial investment to support higher education programmes and projects. The regional political leadership is supportive of regional expansion. JKUAT is already setting up pilot centers in Arusha and Tanzania. The integration of the 5 partner states that form the EAC provides a wider catchment of the students’ population due to political will of the states. Economic Factors: In 2007, the Kenyan economy grew by 6.3% having begun from 0.6% in 2002. The growth rate has since dropped to 1.7% in 2009. On the other hand, the inflation rate has shot up from around 30% to 48% per annum over the same period. Used as economic indicators, these fluctuations impact negatively in the demand for education and government support extended to higher education. By extension, the high inflation rate affects the ability of the students to access basis needs and impact negatively on their academic lives. At institutional level, the increase in the student enrollment has not been matched by the desired government expenditure on universities. JKUAT has growingly been compelled to address its funding shortfall from alternative efforts. Social Factors: Kenya Is destined to have population census in August 2009. The result is bound to realize an increase from the current population placed at 38 million within which the age group of 15-35 years is representative of 38%. This age group at which the human capital formation takes place is projected to grow to approximately 45% of the national population thereby laying further demand on access to university education. Over the years, lack of employment, limited skills, lack of resources and opportunities has led to this Kenyan youth to be highly dependent in household and very limited state support. Consequently, their criminal tendencies, drug abuse and other variety of social ills have been attractive. For the same reasons, vulnerability among youths has increased. JKUAT among others is faced with the challenge to develop and execute intervention mechanisms such as counseling, mentorship and provision of pastoral care.


Technological Factors: The importance of technology along with its key components of information and communication to socio-economic and political development cannot be over emphasized. The government of Kenya has therefore promoted its development and use. Over the next three years, this will be marked by rapid improvement in ICT infrastructure. Further efforts will be on development and implementation of national and regional policies and regulations aimed at effective governance of the sector as well as growing investor interest. Ultimately, the recognition that information is a resource which must be generated, collected, organized, leveraged, secured and presented to enhance national prosperity underscores the central role of institutions of higher learning in the sector. Under the Kenya Vision 2030, JKUAT (ICT incubators) has been identified to collaborate in the Madaraka PC project under which the government intends to implement a project to assemble a low cost PC for the national and regional market. The project is intended to provide an incubation environment for students in local universities. The university is therefore having a rear opportunity to develop the requisite capacity to take advantage of the opportunities flowing there from. The university has realized tremendous growth in adoption and utilization of advanced technology. Towards furthering these gains, the university is in the process of formulating an ICT policy which will broadly draw from the e-government strategy and specifically seeks to take advantage of the installation of the optic fiber network. The university acknowledges the advancement in relevant technologies to support research, teaching and innovative efforts. The university will embrace and seek modern pedagogical approaches e.g. e-learning and video conferencing towards attaining its goals under this plan. The scenario envisaged ultimately is that of a paperless university in all its programmes and projects. Environmental Factors: Like any other country, Kenya’s economic growth is dependent upon exploitation of its environmental and natural resources. Over the years, this has been marked by heightened activities in the sectors of agriculture, tourism, manufacturing and geo exploration. These same areas are bound to realize further growth as anticipated in the Kenyan vision 2030. Resulting there from will be increased pollution levels and generation of larger quantities of wastes. In mitigating possible effects, better ways on disposal management will be desirable. The anticipated population growth is likely to impact adversely on the environment besides demands for further exploitation of the natural resources. Given its areas of discipline, JKUAT will have to rise up to contribute towards better environmental governance through relevant programmes and projects. Within its own management, the university will endeavour to pertain a clean, secure and sustainable environment appropriate for pursuit of its variety of goals. This effort will be accompanied with tapping into its existing potential and utilization of expansive land resource. The dynamic environment that we are serving is under the adverse effects of climate change. The university will therefore embrace green technologies and also play a central role in research into ways of mitigating the general and specific effects of climate change.


Legal Factors: Universities in Kenya are considered as state corporations making them fall under the purview of State Corporations Act Cap 466 of the laws of Kenya. Legal notice No. 93 of 2004 introduced performance contracting into the management of all state corporations. Guidelines annually developed by the performance contract steering committee have linked the contracts as medium of implementation of strategic plans including the one for JKUAT for the year 2009-2012. Other government agencies namely CHE, HELB that directly impact on the management of the various public universities have been established and are governed by equally independent Acts of parliament. Regionally, the creation of IUCEA provides through its legal instruments the scope of and opportunity for advancing higher education interests in the region. Apparently, there exists limited harmonization between these varieties of governing Acts. There exists a pending bill on university education that was recently placed before a forum of stakeholders for validation. Within it, there exists a proposal for creation of commission for university education to effectively address the ongoing dynamism in the sector. JKUAT stand governed by the constitution of Kenya and hopes to reap from its impeding reviews as well as possible harmonization of existing laws soon after. The anticipated national constitutional review is indicative of transferring rights to the citizenry that will likely impact on management of university education. There are continuous legal reforms that are being undertaken on existing laws that are governing university education and the management of state corporations of which JKUAT is one. One such reform is the Legal Notice No. 93 of 2005 that has brought performance management in government agencies. Supplementary legislation to the JKUAT act has since led to the constitution of constituent colleges and in the process has provided the university with opportunity to mentor other budding institutions.


3.4. SITUATION Analysis The JKUAT Strategic Plan 2004-2014 is reviewed on account of the following emerging priority areas due for attention over the next 3 years;

1. Student enrolment 2. Academic programs 3. Number of graduates 4. Staff establishment 5. Infrastructure development 6. Research and innovations 7. Linkages and partnerships 8. Community Extension and Technology Transfer 9. Institutional management 10. Resource Requirement

Student enrolment The increasing population growth in the country in the background of the recently introduced government policy on free secondary education has led in exponential growth in demand for higher education in Kenya. Further growth in population is realized through the EAC integration process under the guidance of IUCEA in respect of higher education. The social demand approach holds that the society will continuously seek increased education opportunities out of the perception that education can guarantee a socio-economic advancement. In 2006/2007 academic year JKUAT had a student population of 10,561. In 2007/2008 the population was 11,370. This shows an increase in the student population by 809 (7.66%) from the previous year. In 2008/2009 academic year, the population of students was 14,106. This indicates an increase in the student population by 2,736 (24.06%) from the previous year. In 2009/2010 academic year (currently) JKUAT has a student population of 15,655. This shows that the number of students increased by 1,549 (10.98%) from the previous year. JKUAT therefore has an opportunity to increase its intake and at the same time appeal to a large marker for its programmes. It is therefore envisaged that JKUAT will expand opportunities for qualified Kenyans specifically and East Africans in general to access university education. The current enrollment level of 15,655 will realize a growth rate of not less than 5% annually for the next 3 years. In this regard, JKUAT will implement the relevant national and regional policies, objectives and legal framework that guide access to and quality of higher education. This will directly impact on the university in the areas of infrastructure, equipment, human resources and financial resources. Academic programmes Higher education has in the recent past noted emphasis on quality and relevance of academic programmes. Universities of long standing have in response undertaken rationalization of academic programmes with the aim of creating centres of excellence and making each university acquire comparative advantage. Alternatively, expansion of higher education has been marked by creation of well researched and quality based academic programmes in a bid to address the dynamic needs of society. Other steps


have included review of all programmes to ensure incorporation of internships into the academic programmes. Programme quality is the degree to which an academic programme has positive impacts on students’ knowledge, learning experience and personal development and on faculty members’ scholarship and teaching. The development/review of programmes at JKUAT is done according to CHE, IUCEA, University regulations, Faculty/Institute /School regulations and academic quality policy. This is important to ensure quality of the programmes. The interest of the University to develop new programmes/courses is necessitated by what goes on in the internal and external environment. Sometimes when the idea to start a campus comes up, a survey is done to find out courses that are relevant to the market. Courses are developed with the contributions from industries, alumni and other stakeholders. The programmes are reviewed regularly to reflect changes in the industry. They are done after a completion of a full cycle which is four, five or six years depending on the programme. The trends in the industry are analyzed, alumni, graduates and other stakeholders’ views sought through survey so that a programme is updated to match the changed needs or market needs. The course content is then updated and outdated information avoided during teaching. JKUAT the total number of programmes in 2005/2006 academic year was 107. In 2006/2007 the number increased to114 a 6.54% increase. In the following year, 2007/2008 there was 121 programmes resulting to the same number of increased programmes as the previous year. Currently JKUAT has 156 academic programmes cutting across various disciplines including engineering, science, agriculture, information technology, applied science, health sciences, social sciences, and business. The university aims to increase this number to 161 in the next three years. Number of Graduates The total number of graduates in 2005 was 1,590 and in 2006 the number increased by 414 (26.03%) to 2,004 from the previous year. In 2007 the number was 2,544. This shows an increase of 540 (26.95%) from the previous year. In 2008 the graduates were 2,912, the total number of graduates increased by 368 (14.46%). JKUAT intends to grow this number by 10% annually upto the end of the plan period. Infrastructure Development JKUAT lacks adequate lecture halls, library, offices, laboratoties, hostels, ablution blocks among many others in all its facilities. The university proposes to renovate and expand existing university infrastructure, construct new infrastructure in existing estate and acquire new facilities to meet the institutional growing needs. Campuses have already been established in Juja, Nairobi CBD, Karen, Nairobi, Taita Taveta and Mombasa CBD.


The following is a list of the campuses and the infrastructural facilities as well as area covered, the current number of students and the planned capacity. Campuses Area Date of first

admission of students

Planned capacity

Justification Current student

Nos.

Facilities

Main Campus-Juja

540ha Developed area 2/3

1994 • Enhancing accessibility of higher education

• Promoting research and technology development

9,084

• I student centre • 2 students

cafeteria • 2 staff cafeteria • One hospital • 2 libraries • 89 lecture

rooms Karen campus

15ha Developed area

February 2006

2,400 • To enhance accessibility of JKUAT programmes

1,300 • 24 lecture rooms

• Student Centre • 4 computer

labs • 13 Offices • One library • A clinic • A cafeteria • A counseling

and VCT room. • Mass

communications studio

Nairobi Campus

2ha Fully developed

May 2002 3,600 • To enhance accessibility of JKUAT programmes

• Bringing JKUAT programmes closer to the market

1,400 • 9 lecture rooms • Student Centre • Four Computer

lab with 168 computers

• 4 Offices • One library • A clinic • A cafeteria • A counseling

and VCT room. Taita Taveta Campus

275ha

May 2009 • To enhance accessibility of JKUAT programmes

529 • 2 hostels • 19 offices • 16 lecture

rooms • 1 cafeteria • 39 staff houses


• 2 computer laboratories

• 1 drawing room • 1 workshop

Nairobi CBD - Oct 2008 • To take JKUAT programmes closer to the market

340 • 8 lecture rooms • 4 Offices

Mombasa CBD Campus

-

June 2009 800 • To take JKUAT programmes closer to the market

60 • 21 lecture rooms

• 10 Offices • Computer lab

and Library just ender establishment

Research and Innovations JKUAT is engaged in a number of funded research and innovation activities, with a number of them resulting into outputs of commercial value. To strengthen and ensure continuous research and innovation activities, JKUAT has operational research and innovation funds. In the financial year 2008/2009, the University allocated Ksh.30,148,711 for research projects while Ksh.11,000,000 was allocated for innovation projects. During the same period, Kshs.13,527,856 was allocated for both new and existing IGAs. The said monies were disbursed to various on-going projects selected competitively from proposals submitted by staff. This financial year 2009/2010, the allocation has increased by 33.9% for research and 36.4% for innovation projects. This translates to Kshs.40,371,000 and Kshs.15,000,000 respectively. A total of Ksh.28,483,388 has been allocated for new and existing IGAs. The funds are allocated competitively through annual calls for proposals. As a University committed to research and innovations for development and in appreciation of the current trends, the funding for both research and innovations is likely to keep increasing. Over the years a number of international organizations have extended funding support for the University research projects, some of these organizations include, AICAD, RUFORUM, IFS, DAAD among others. The University organizes annual scientific conferences where research outputs are disseminated and shared. The University annually publishes book of abstracts, conference proceedings and Journal of Agriculture Science and Technology. Each year, JKUAT funds an average of approximately 25 research projects and 10 innovation projects. In the year 2008/2009, 9 innovation projects were funded in areas of building materials, food processing, agro-processing technology, and ICT among others. Key research areas include health sciences, water and sanitation, building and construction materials, agriculture and food technology, biotechnology, ICT, and socio-economic issues. The University has an operational Research Policy as well as an operational Intellectual Property Policy. These initiatives have led to orderly research and protection of all attributes to the benefit of the university. There is no doubt the University has made major breakthroughs in research and innovations, and to some extent some of them have been commercialized both internally and externally. Internal investments have


been through what is popularly referred to as Income Generating Units fully owned and operated by the University, especially in food products, chemistry products, biotechnological and horticultural products sold to both staff and external customers. There are a number of external investors in the University products include women groups and individual investors. Great strides have been in the commercialization of chemistry products and food products. However, despite the progress made in commercialization, the university’s research outputs and innovations have not been commercialized to its full potential to make the required impact in national development and industrialization. Though there are lots of interests from potential investors in the university’s innovations, not much progress has been made. The university does not have a coherent policy on commercialization of its products and innovations to potential investors. There are also plans to formulate Innovations, and Commercialization Policies to provide the necessary guidelines and grounding for effective and focused innovation initiatives for national development. The dynamism with which JKUAT undertakes research and enables innovation will require increased funding and adoption of steps that will create an enabling environment. Though students possess a huge potential for research and breakthrough innovation, there has been no deliberate efforts to fund student projects. In response to this therefore, the university will expand its scope to incorporate the student projects in appreciation that students also possess a huge potential as sources of unique innovations, as is the experience world over. The research and innovation function does not have adequate financial, physical and human resources capacity to facilitate adequate research and innovation activities for national development. In the subsequent years, the university is committed to addressing the various challenges facing the research and innovation function through additional funding and provision of both physical and human resources to improve the research and innovation function. Linkages and Partnerships JKUAT is engaged in a number of linkages and partnerships with research and development institutions, industry, community organizations, and institutions of higher learning, middle level colleges and centres. Through the collaborations, the university is able to engage into joint projects, exchange programmes and access its academic programmes through the centres. The local institutes and centres for increased access of the university academic programmes include KSPS, KCA University, Holy Rosar College, Loreto Msongari College, Cooperative College, Muranga College of Technology, Alphax College, NIBS, Augustana College, TRACOM College, Starehe Boys Centre, KIM, Pioneer College, Regional Centre for Mapping, Kagumo Teachers College. The programmes run at these centres range from certificate and diploma programmes in IT, mathematics, Architecture, Procurement management to bachelors and postgraduate degree programmes in IT, engineering and business administration. Whereas the collaborations with the centres are aimed at making the university programmes more accessible, they also generate some revenue to finance university activities and operations. The University has working partnerships with a number of local and international universities and research institutes namely University of Sunderland (UK) on ICT related training and staff exchange, Pennsylvania State University (USA), Kaduna Polytechnic (Nigeria) on postgraduate training in entrepreneurship, La Sapiena University (Italy), Okayama University (Japan), Masinde Muliro University, Mount Kenya


University, among others for exchange of staff and students and joint academic and research programmes. The University has an operational partnership with Kenya Gatsby Trust on development of appropriate technologies for small and medium enterprises others include KARI, AICAD, Postal Corporation of Kenya, BASCO Paints, KEFRI, Nissin Foods (Japan), KEBS, Safaricom Ltd., JICA, KEMRI, KAREN Hospital, ICIPE, ICRAF, National Museums of Kenya, and KISM among others for joint research and development projects, staff exchange, student attachments and capacity building. The university has an operational Linkages Policy which guides the establishment and operations of collaborations through MOUs. To facilitate establishment of productive linkages and partnerships for mutual benefit, the university allocated a budget of Ksh.2,766,821 during the financial year 2008/2009. The budgetary allocation for the year 2009/2010 is Ksh.6,575,000. In as much as policy and partnership is an important component of the university functions, the department is understaffed with three permanent staff only. Community Extension and Technology Transfer In an effort to play an active role in socio-economic development in the country, the university provides need-based community extension services and transfer of appropriate technologies for industrialization. The extension services provided by the university are derived from community surveys done from time to time and enquiries from individuals and community groups. The university has established and operates two demonstration farms at its Juja Mian Campus and Kabiruini Extension Centre in Nyeri; which are open and indeed utilized by community groups and students, to learn about and experience modern farming techniques and practices. In order to make the University’s technologies and innovations accessible to the community and industry for adoption and commercialization, the university participates in annual ASK Shows in Nairobi, Nyeri and Mombasa; Commission for Higher Education Exhibitions and Trade Fairs occasionally organized by the Ministry of Trade and Industrialization.

Institutional management JKUAT, as a reputable institution of higher learning in the region, is guided by her mandate whose achievement requires adequate planning so as to match the increased demand for university education with existing resources. The Government, as the chief financier of public university education in Kenya, is only able to finance twenty percent of required resources at JKUAT and the need for stringent controls in sourcing and application of resources so as to align the university mandate to achievement of commitments in vision 2030 while at the same time meeting the dynamic needs of customers is necessary. To achieve her mandate and other national policy issues, the university is guided by the JKUAT statutes that were written and produced in 1998. The statutes define the roles of the various officers, the university council, the senate, the committees and other organs that form JKUAT. The statutes also provides for the main sources of funds for the university and how these resources shall be applied. However, global dynamism and existing market trends has necessitated for backups to ensure that the university maintains quality standards of her programmes and products as well achieve her mandate. This necessitated the development and use of other policy documents and other references alongside the university statutes. These includes the strategic plan; the university calendar; the university prospectus; the university policies; national policies; commission of higher education guidelines; the University quality management systems(QMS); the inter-university council of East Africa guidelines and other international guidelines as provided from time to time.


The university council is the topmost organ of JKUAT and her functions are as provided in the statutes. The council is responsible for management of university resources including human, material, finance and information resources. The university council controls human resourcing; plans, manages, controls and regulates tangible and intangible assets of the university and enters into contracts on behalf of the university. The Council is also involved in the day to day running of the university and is responsible for development of annual work-plans; identification of performance targets; assignment of weights to performance indicators; negotiating performance targets/ signing the performance contract with the Permanent Secretary, Ministry of Higher Education Science and Technology; ensuring achievement of performance targets and Preparing employees in JKUAT for the desired changes in working styles, attitudes and work ethics. The senate is the topmost academic unit of JKUAT and has the responsibility over all academic issues as provided in the Act. The responsibility of senate includes taking appropriate measures to promote teaching, learning, research and innovation at JKUAT and regulating all academic programmes and students of the university. The senate is responsible to the university council and exercises such powers as may be conferred by the Act, by the statutes or by such other Acts as the council may authorize. The university senate is responsible for approval of all university programmes; all academic colleges, faculties, schools, institutes, centres and departments; syllabuses and rules and regulations governing teaching, learning, research and innovations and also the welfare of students and staff in JKUAT. Resources Requirement Finances Resources According to the KV2030, The government’s expenditure on education is 7% of the country’s GDP. This is the highest expenditure level per student out of the education GDP in Africa. Much of this expenditure however goes to primary and secondary education with a reduced allocation to universities. Further to this, the government policy for allocating funds to universities is based on the number of students joining the university and not the cost of mounting specific programmes. This is done without the consideration of inflation rates and the high cost of living. In addition, the fees levied to the students do not match the actual cost of running the programmes hence the financial instability at the university. The university programmes are mainly funded by the government, fees and other income from activities such as projects and agricultural products. While the government pays staff remunerations, the university’s recurrent activities are now financed from the student fees and other income generated internally. However, the financial allocations from treasury and the fees have not been sufficient to cover the growing needs of the university. The effect of these financial limitations has been the hindrance to deliver the university’s mandate. In view of the foregoing, the university will lobby for increased government funding. In addition, the university will also strengthen other IGAs in order to broaden its revenue base. It is anticipated that JKUAT will endeavour to raise its appropriation in aid by 10% annually. Human Resources JKUAT has restated its vision and mission and is now focused to offer accessible quality training, research and innovation in order to produce leaders in the fields of Agriculture, engineering, technology, enterprise development, health and other applied sciences to suit the needs of a dynamic world. In view of this strategic thrust there is need to achieve optimal staffing levels to effectively provide the required support structures. Currently the in post translates to 53% of the overall human capital requirement of the university


(see the table below). This is way below the industrial standard of not less than 85%. The situation is further aggravated by the fact that the government grants to the university currently meet 51% of the in post personnel cost. This scenario, specifically in the background of the envisaged 5% growth on government grants, is indicative of future government grants covering approximately 31% of the same. Year Approved

establishment In post

2006 1866 1464 2007 2351 1583 2008 3298 1733 2009 3298 1745

However, in the first year, the in post should realize an increase of 20%, 15% in the second year and 5% in the third year of the strategic plan for an overall growth to 77%. Information and Communication Technology (ICT) ICT has become indispensable to overall economic development in terms of service delivery, effective communication, access to market, tapping of global knowledge among others. Kenya, through the vision 2030 considers ICT as a key to strengthening the foundation for a knowledge economy. In this regard, the Madaraka PC project in the KV2030 has a direct linkage to JKUAT. The project is intended to provide an incubation environment for students in local universities. In addition, it will give Kenyans access to affordable/robust PCs’ and to create a market which will not only provide hardware and software products but also create an environment where these products can be developed and manufactured. JKUAT therefore plays a key role in the development of ICT in the country through the major initiatives by university management. The university can boast of its highly recognized ICT initiatives among other universities in the region. Through the improved ICT, the university will achieve most of her functions and mandate as provided in the statutes and also provide a clear linkage to the integrated vision of the university. ICT optimization will also increase customer satisfaction as well as increase access to higher education as a contribution geared towards vision 2030. Currently ICT is involved in the evolution towards paperless offices at JKUAT. To achieve this, the university has been involved in various activities aimed at enhancing ICT at various levels. Statistics on current state and projections for the planned period is as follows; S/No ISSUE CURRENT STATUS PROJECTIONS ITEM 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 1 Number of software

developed 4 6 8 10 12 14

2 Increased accessibility to JKUAT wireless (%)

N/A N/A 50 75 90 100

3 Number of computers 1018 1116 1316 1736 2036 2336 4 % integration of ICT into

the academic programmes

40 45 50 60 70 80

5 Increase in bandwidth 1.0MB 1.0 MB 2.5MB 7MB 10MB 15MB


6 % increase in internet access

65 70 80 90 95 100

7 Degree of efficiency in computer maintenance (%)

50 60 85 90 100 100

Number of Softwares Developed By the end of June 2009, JKUAT had 8 software internally development by the software development unit. These includes the library management system, the estate express; examination processing system; Ushirika management system; university ERP system; student ID card system; transport management system and the SMS system for student enquiries and examinations. The university intends to grow by 2 new softwares per year for the planned period. Accessibility to wireless The university has made it possible for students and staff to access JKUAT wireless at various points. Signal strength currently stands at 75% and by the end of the planned period; the strength is expected to be 100% within JKUAT and her environment. Number of computers Access to computers by staff and students has tremendously grown over the years. In 2008/2009, the total number of computers accessible by students in the laboratories and staff in offices was 1316 computers. The figures are expected go grow by 30% in 2009/2010, 17% in 2010/2011 and 15% in 2011/2012 giving an average growth rate of 21% per annum. Integration of ICT into university programmes The university is committed to integrating ICT into all university programmes. This is meant to ensure that the JKUAT graduates are well equipped with modern ICT knowledge and are able to cope with the dynamic market needs demanding paperless offices. Currently mainstreaming of ICT stands at 50% and this is expected to grow to 100% by the end of the planned period. All new/reviewed programmes are required to incorporate ICT as a minimum requirement before approval by senate. Increase in bandwidth To cope with the increased growth in ICT use, the university intends to grow her bandwidth from the current 2.5MB to 15MB by 2011. This will allow unlimited and uninterrupted access to internet for all students and staff all time round. Increased bandwidth will also facilitate paperless communication between offices/departments and facilitate online access of student information including result slips, fees status, semester dates and other current information at all times. Internet access The university intends to grow her internet access by all students and staff from the current 80% to 100% over the planned period. Computer maintenance The level of maintenance of computers stands at 85% at JKUAT. The University intends to have a maintenance level of 100% by 2011.


CHAPTER FOUR STRATEGIC DIRECTION

4.0. Introduction JKUAT’s detailed formative analysis provides the necessary basis upon which strategic issues are generated with a view to its strategic direction during a term of the next three years. The strategic issues are identified and guided by the need to respond to the following key areas;

1. Number and quality of students 2. Increase in academic programs offered 3. Areas of institutional capacity enhancement 4. Quality and distribution of infrastructure 5. Number and quality of research and innovations 6. Institutional management 7. Institutional resources 8. Linkages and Partnerships 9. Community extension and technology transfer 10. Number and quality of graduates

4.1. Strategic Issues The JKUAT Strategic Plan 2009-2012 will address the following strategic issues generated from the formative analysis and prioritized for attention over the next 3 years.

1. Students intake and graduates 2. Academic programmes 3. Institutional management and resources 4. Research and innovations 5. Partnerships and linkages 6. Community extension and technological transfer

4.2. Strategic Goals In addressing the above issues, the following goals will be achieved.

1. JKUAT will provide access to quality and relevant higher education to contribute towards enhancing the capacity to respond to the developmental needs of a dynamic world including but not limited to those of the Kenyan vision 2030.

2. JKUAT will ensure that academic programmes provided meet high quality standards and that their contents are relevant to the socio-cultural, economic and political needs of a dynamic society.

3. JKUAT will substantially develop its reputation as an institution where research and innovation meet global standards in order to foster socio-economic development of Kenya in line with the Medium Term Plan of Vision 2030.

4. JKUAT will realize an efficient, effective and sustainable management of its resources. 5. JKUAT will invest and engage in productive collaborations with national and international

institutions and industry to enhance the University’s role in knowledge creation and exchange, for positive impacts on socio-cultural, economic and political development.


6. JKUAT will contribute to the country’s industrialization and socio-economic development through provision of demand-driven community extension services, and transfer of appropriate technologies.

4.3. Strategic Objectives STRATEGIC ISSUE 1: STUDENTS INTAKE AND GRADUATES Strategic Objective 1: To increase the number of admissions by 5% annually over the plan period Strategy 1: Feasible academic outreach Activities:

1. Opening strategic campuses 2. Admitting students at different times during the year 3. Marketing of JKUAT programmes 4. Admission of international students 5. Adopting affirmative action in admission 6. Creating flexi-times in academic programmes

Strategy 2: Policy dialogue and advocacy on exchange programme Activities:

1. Exchange programme policy development 2. Raise funds 3. Memoranda of understanding MOU for exchange

Strategic Objective 2: To improve the quality of teaching and examination over the plan period Strategy 1: Compliance with quality assurance standards on university teaching Activities:

1. Update the assessment instrument 2. Execute the instruments 3. Analyse the results 4. Award excelling lecturers 5. Pedagogy training

Strategy 2: Benchmarking with existing regional and international quality standards on university examinations Activity:

1. Tracer studies 2. External review of programmes 3. External and internal moderation of examinations

Strategy 3: Adherence to facility and equipment standards as provided by CHE , KEBS and other regulatory agencies Activity:

1. Auditing academic facilities and equipments 2. Construct hostels for international students. 3. Provide facilities for physically, visually and audibly impaired


4. Develop and implement annual inspection and calibration plan of equipment Strategy 4: Restructuring of Faculties, Schools and Institutes Activities:

1. Reorganize Faculties, Schools and Institutes into Colleges Strategy Objective 3: To optimize opportunities in the job market over the plan period Strategy 1: Graduate job market dominance Activities:

1. Develop and continuously update a database of graduates potential sectors of employment 2. Develop and operationalize a framework for tracking graduates placements

Strategy 2: Policy dialogue and advocacy on placement of graduates Activities:

1. Develop placement policy 2. Link students with potential employers 3. Employ best performing graduates

Strategic Objective 4: To improve retention of students by 10% annually upto 2012 Strategy 1: Academic financial support Activities:

1. Identification of deserving students 2. Liaison with HELB 3. Liaison with sponsors 4. Assignment of work to deserving students

Strategy 2: Students’ welfare support Activities:

1. Provide counselling services 2. Provide spiritual guidance through Chaplainancy 3. Provide adequate catering services 4. Provide extra curricula activities

STRATEGIC ISSUE 2: ACADEMIC PROGRAMMES OFFERED Strategic Objective 1: To raise and sustain academic standards in all JKUAT programmes Strategy 1: Compliance with university quality assurance standards on university programmes Activities:

1. Update the assessment instrument 2. Execute the instruments 3. Analyse the results 4. Implementation of the self assessment programme

Strategy 2: Programme performance in the market Activities:

1. Develop and continuously update a database of the programme


2. Develop a framework for tracking programmes performance 3. Review programmes after completion of a full cycle

Strategy 3: Enterprise development Activity:

1. Integrate entrepreneur courses into JKUAT programmes Strategy 4: Benchmarking with existing regional and international quality standards on programmes Activities:

1. Adopt relevant benchmarked programmes 2. Participate in regional and international conference.

Strategy 5: Meeting global expectations through market driven programmes Activities:

1. Develop and execute instruments to assess market needs 2. Develop academic programmes 3. Involve industry, alumni and other stakeholders in evaluation of programmes. 4. Peer review 5. Accreditation 6. Teach a second international language besides English. 7. Credit accumulation and transfer 8. Organize seminars, workshops and conferences in the Academic Division.

STRATEGIC ISSUE 3: INSTITUTIONAL MANAGEMENT AND RESOURCES Strategic Objective 1: To enhance and sustain an optimum human resource base by accumulative 45% by 2012 Strategy 1: Optimizing human resource capital Activities:

1. Conduct a Human Resource Audit 2. Conduct Job Analysis and Evaluation 3. To recruit and retain qualified University human resource 4. Reviewing Schemes of Service for all Categories of Staff 5. Adopt an effective Electronic Human Resource Planning (HRP) System

Strategic Objective 2: To Establish a culture of good governance in the management and administration of the university over the plan period Strategy 1: Adoption of good corporate governance concepts and practices Activities:

1. Training in good governance, administrative, leadership and management skills 2. Develop appropriate good governance policies 3. Implement good governance policy 4. Create and adopt a good corporate governance system 5. Establishment of an anti corruption unit 6. Implement code of ethics

Strategy 2: Compliance to the national health, safety and security standards Activities:

1. Develop relevant policies on health, safety and security


2. Conduct training on health and safety 3. Conduct safety drills for staff and students 4. To develop and conduct health programmes for staff and students 5. Develop and implement a system for monitoring, prevention and control of epidemics

Strategy 3: National policy on service delivery Activities:

1. Adoption and appliance of service charter 2. Conduct regular review of terms and conditions of service 3. Conduct customer satisfaction survey 4. Conduct employee satisfaction survey 5. Conduct work environment survey

Strategy 4: Compliance with national E-strategy Activities:

1. Conduct an ICT audit 2. Adoption of E-strategy guidelines 3. Acquisition and installation of requisite hardware 4. Development and application of supportive software

Strategy 5: Benchmarking with national and international best practices in management Activities

1. Adopt relevant benchmarked university management practices 2. Adopt results oriented organizational culture

Strategy 6: Adherence to the strategic plan Activities:

1. Train staff on strategic plan implementation 2. Provide required resources 3. Develop and implement departmental work-plans and performance contracts 4. Develop an instrument for strategic plan monitoring and evaluation 5. Execute the instrument , analyze the results and address the variances identified

Strategy 7: Adherence to international quality management systems Activities:

1. Adopt international quality management standards in all the university operations 2. Conduct scheduled QMS audits 3. Implement QMS audit findings and recommendations 4. Adoption and application of service charter

Strategic Objective 3: To efficiently and effectively manage financial resources of the University over the plan period Strategy 1: Growth of current revenue streams Activities:

1. Increasing students enrolment 2. Lobby Government for additional funds 3. Expansion of income generating activities

Strategy 2: Adoption of new revenue streams Activities:

1. Establishment of new campuses 2. Establishment of new programmes and products


Strategy 3: Donations and sponsorships Activity:

1. Develop proposals for fundraising through linkages and collaborations Strategy 4: Prudent management of financial resources Activities:

1. Enhance utilization of the financial management system 2. Identify and implement cost cutting measures 3. Instituting measures for containing financial mismanagement

Strategic Objective 4: To enhance university’s infrastructure and facilities over the plan period. Strategy 1: Renovation and expansion of existing university infrastructure Activities:

1. Develop Master Plans for all university campuses 2. Conduct renovation and expansion of existing units 3. Improve university main gate

Strategy 2: Development of new infrastructure Activity:

1. Carry out new infrastructure development in line with University Annual Plans 2. Construction of water treatment plant (Taita Taveta) 3. Construction of a new graduation square 4. Construction of pathway (new science complex –JKUAT Hospital) 5. Development of parking space (20,000sq ft)

Strategy 3: Development of new facilities Activity:

1. Construction of students hostel 2. Construction of students centre 3. Construction of staff centre 4. Construction of maternity wing 5. Construction Mortuary wing 6. Extension of Administration Block 7. Construction of hospital theatre

Strategy 4: Acquisition of new facilities Activity:

1. Develop and carryout acquisition plans Strategy 5: Acquisition, installation and commissioning of machines and equipment Activities:

1. Development of annual procurement plans for machines and equipment 2. Purchase of machines and equipment 3. Provide required equipment and facilities for health and safety 4. Conduct regular inspection and repair of equipment and facilities for health and safety 5. Conduct calibration of health equipments

Strategy 6: Repair and Maintenance of equipment and facilities Activities:

1. Develop annual inspection and calibration of equipments 2. Conduct scheduled repair and maintenance of machines and equipment


STRATEGIC ISSUE 4: RESEARCH AND INNOVATIONS Strategic Objective 1: To enhance strategic and value-added research and innovation over the planned period Strategy 1: Responsive, Research and Innovation Activities:

1. Enhance student and staff research and innovation funds 2. Fund research and innovation projects 3. Monitor and evaluate funded research and innovative projects 4. Identify opportunities for exchange programs 5. Identify staff and students for exchange programs 6. Support staff for exchange programs

Strategy 2: Policy dialogue and advocacy Activity:

1. Develop policies on research, innovation, technology transfer, patents and IP Strategy 3: Encourage staff-staff and staff-student liaisons on thematic research areas Activities:

1. Consultative meetings and workshops for staff and students at departmental, faculty and institutional levels

2. Constitute thematic, multidisciplinary research teams Strategy 4: Encourage research and innovation proposal development for external funding Activity:

1. Identify potential external funding agencies 2. Formulate, vet and submit research proposals on thematic areas

Strategy 5: Foster and reward undergraduate and postgraduate supervision among university staff Activities:

1. Undergraduate supervision by staff 2. Postgraduate supervision by staff

Strategy 6: Acquisition of patents and intellectual property rights Activities:

1. Establish a patent and IP office 2. Lodge patent and IP claims

Strategic Objective 2: To attract and retain staff with a demonstrated commitment to excellence in research and innovation Strategy 1: Policy dialogue and advocacy Activities:

1. Develop special terms and conditions of service for researchers and innovators for inclusion in the existing recruitment policy

2. Develop and administer an award scheme for outstanding researchers Strategy 2: Acquisition, commissioning and maintenance of appropriate research equipment and facilities

1. Determine critically required research equipment and facilities 2. Purchase and/or construction of equipment and facilities


Strategy 3: To increase centres of excellence and institutes for responsive research pursuits on current and emerging issues Activities:

1. Thematic alignment in research and innovation 2. Establish and operationalize responsive centres/institutes of excellence

Strategic Objective 3: To increase production and income generation activities within the University Strategy 1: Policy dialogue and advocacy on commercialization of university research output and innovation Activities:

1. Develop commercialization policy 2. Develop and administer guidelines on commercialization of research outputs and innovations

Strategy 2: Maximization of application of research and innovation products. Activities:

1. Develop proposals for increased production and income generation 2. Fund increased production and income generation 3. Monitor and evaluate performance of income generation activities 4. Reward staff engaged in production and income generating activities

Strategic Objective 4: To facilitate dissemination of research results and innovations to target users for application Strategy 1: Effective and legally bound awareness creation Activities:

1. Package research results and innovations into usable format 2. Organize conferences and workshops 3. Support staff for conferences and workshops

Strategy 2: Provide avenues for publication/demonstration of research findings and innovations Activities:

1. Facilitate presentation of research findings at national and international professional meetings 2. Participate in shows and national and international trade fairs 3. Publish proceedings, journals, books and leaflets

STRATEGIC ISSUE 5: PARTNERSHIPS AND LINKAGES Strategic Objective 1: To improve on University linkages and partnerships with industry, off-shore, research and development institutions among others for joint projects and programmes Strategy 1: Focused collaborations Activities:

1. Determine priority areas for collaboration 2. Identify institutions for collaboration 3. Sign MOUs


Strategic Objective 2: To increase access to JKUAT programmes through collaborative arrangements with middle-level colleges as centres for university programmes Strategy 1: Priority based partnerships Activities:

1. Determine priority partnerships programmes 2. Identify the institutions 3. Sign MOUs

Strategic Objective 3: To increase the use by industry and other external organizations of the University’s technology, research outputs and innovations to create socio-economic benefits, while generating income to support research and education Strategy 1: Focused value chain creation Activities:

1. Identify potential users of technologies, research outputs and innovation 2. Package technologies, research outputs and innovations 3. Sign and execute supply agreements

Strategic Objective 4: To strengthen cultural and technological exchanges with institutions of higher learning Strategy 1: Peer strengthening mentoring Activities:

Create a data base of peer higher learning institutions Organize consultative meetings to determine areas of mutual benefit Develop and execute peer mentoring agreements

STRATEGIC ISSUE 6: COMMUNITY EXTENSION AND TECHNOLOGICAL TRANSFER Strategic Objective 1: To provide community needs-based extension services over the plan period Strategy 1: Community-based outreach Activities:

1. Identify target community 2. Develop and survey instrument to profile and prioritize the community needs 3. Prepare an action plan for the agreed intervention 4. Constitute a joint implementation committee 5. Implement the agreed action plan

Strategy 2: Community-based training Activity:

1. In-country training for rural women

Strategic Objective 2: To facilitate transfer of appropriate technologies and diffusion of new knowledge across the various sectors of the Kenyan economy Strategy 1: Sector based outreach Activities:

1. Identify sector specific stakeholders 2. Determine priority needs 3. Identify appropriate technologies based on agreed needs 4. Develop and agree on transfer arrangements


5. Enter into agreements / contracts Strategy 2: Shows and exhibitions Activity:

1. Participate in annual ASK shows and trade exhibitions


CHAPTER FIVE IMPLEMENTATION, MONITORING, REVIEW AND EVALUATION 5.0. Introduction

The JKUAT strategic plan 2009-2012 warrant effective implementation of its detailed plan contents. The implementation as detailed in the matrix will enable the realization of the full benefits of the aspirations as clearly covered therein. In each respect, the degree as to the realization or otherwise of the key outputs in the plan will require the integration of a monitoring and evaluation framework as detailed in this chapter. The commitment of the implementing team will be measured on the basis of the action specified for each strategic objective in the implementation matrix. This measurement will be part of the evaluation of this Plan. To assess the effectiveness of the plan, six questions need to be addressed in their order of importance: • Does the plan captures the key areas of priority for an excelling university? • Does the plan enable congruence of these key areas with the JKUAT’s mandate? • Is the strategic plan technically compliant with conventional concepts and practice of effective planning • Are the strategic objectives evolutional? • Does the plan enable reinforced implementation • Is the strategic plan feasible? Responses to these questions will be provided during the plan reviews and evaluation sessions during the scheduled plan reviews and evaluation sessions. 5.1. Implementation JKUAT will comply with the government policy on utilization of performance contracts as a medium for implementation of public agencies strategic plans. In this regard, the annual performance contracts for JKUAT will draw its targets from this plan over the next three years. The recently established directorate of performance within the university will be tasked with this role. Further, the directorate will undertake the cascading of the annual contracts to the respective responsible units within the university. It is anticipated that as this happens the unit based work plan will draw from the implementation matrix here bellow presented in Appendix I. 5.2. Monitoring The JKUAT will be monitored through regular and organized reporting of achievements against the set targets as formulates in the various performance contracts. It is recommended that the monitoring instrument presented in Appendix III be applied in concert with the performance contract reporting format to enable easy linkage and consistency of tracking results. The directorate on performance within the university will be tasked to replicate these arrangements as an approach to monitoring the contribution of the various units towards effective implementation of this strategic plan.


5.3. Review It is recommended that reviews of this plan occur at frequent and specified intervals, most appropriately quarterly or bi-annually. Plan reviews will focus on the action programme and assess whether time-bound events, interventions or initiatives have realized targeted outputs. These plan reviews will help to determine whether the implementation of the Strategic Plan is on or off course. They will also help to identify the specific variances and reasons for them. For this purpose, therefore, the recommended approach to be used during plan reviews will entail participatory sessions where reports will be submitted and validated. Experience has shown that variances in targets or time may be due to shortfalls in resources, over or under estimation of targets and emerging obstacles, which were unforeseen initially, among other reasons. It is strongly recommended that plan reviews be held on site preferably by the team involved in the plan formulation and development. 5.4. Evaluation The evaluation of the strategic plan will occur at the expiry of the government financial year, which is June of every year when budget allocation to public universities is done and when projected operational results and budgets are audited, and financial statements prepared. The evaluation approach will be upon a JKUAT domesticated scale comparable to that applied to all public agencies by the national performance contract steering committee. JKUAT will integrate a benchmarking process herein presented as Appendix IV to enable sector comparison. Some of the main inputs required for the strategic plan evaluation process will include:-

1. Strategic plan review reports 2. Strategic plan monitoring and evaluation instrument 3. Strategic plan evaluation guidelines.

After assessing the progress of the strategic plan, necessary changes shall be made based on the evaluation. The revised plan will take into consideration emergent strategies, and changes affecting the university’s intended course. The university shall measure current performance against previously set expectations, and consider any changes or events that may have impacted on the planned course of actions. The strategic plan evaluation shall be a measure of success of the JKUAT vision, mission, strategic objectives, strategies and the action plan. Adequate time, preferably five (5) days in every six months, will be allocated for the mid term strategic review in order to comprehensively address issues of preventive and curative nature raised in the review report.


APPENDIX I: IMPLEMENTATION MATRIX

Strategic Issue 1: Students Intake and Graduates Strategic Objective 1: To increase the number of admissions by 5% annually

Strategies Activities Key Performance Indicators

Actor Time Frame Assumption Budget (Ksh. Million) 09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Feasible academic outreach

Opening strategic campuses

No of campuses opened

DVC (AA) Continuous 1.75 1.75 1.75

Admitting students at different times during the year

% increase in the number of students

DVC (AA) Continuous

Marketing of JKUAT programmes

% increase in student applicants

DVC (AA) Continuous

Admission of international students

% increase in the number of international students

DVC (AA) Continuous

Adopting affirmative action in admission

% increase in the number of female students

DVC (AA) Continuous

Creating flexi-times in academic programmes

% increase in number of students

DVC (AA) 2009 - 2012

Policy dialogue and advocacy on exchange programme

Exchange programme policy development

Policy in place DVC (AA) 2010 1.5 1.5 1.5

Raise funds Amount of funds obtained

DVC (AA) 2009 - 2012

Memoranda of understanding MOU for exchange

Number of MOUs for exchange programmes

DVC (AA) 2009 - 2012


Strategic Objective 2: To improve the quality of teaching and examination over the planned period

Compliance with quality assurance standards on university teaching

Update the assessment instrument

Updated assessment instrument

DVC (AA) 2009 - 2012 5.250 5.250 5.250

Execute the instruments % compliance of the assessment instrument to quality standards

DVC (AA) 2009 - 2012

Analyse the results % improvement quality in teaching

DVC (AA) 2009 - 2012

Award excelling lecturers

Number of awards to excelling lecturers

DVC (AA) 2009 - 2012

Pedagogy training Number of staff trained in pedagogy

DVC (AA) 2009 - 2012

Benchmarking with existing regional and international quality standards on university examinations

Tracer studies Tracer studies realized

DVC (AA) 2009 - 2012 4.2 4.2 4.2

External review of programmes

Number of external programmes reviewed

DVC (AA) 2009 - 2012

External and internal moderation of examinations

% improvement quality in examination

DVC (AA) 2009 - 2012

Adherence to facility and equipment standards as provided by CHE, KEBS and other regulatory

Auditing academic facilities and equipments

% compliance with the standards

DVC (AA) 2009 - 2012 30 30 30

Construct hostels for international students.

% increase in the number of international students admitted

DVC (AA) 2009 - 2012

Provide facilities for % improvement in DVC (AA) 2009 - 2012


agencies

physically, visually and audibly impaired

facilities for physically, visually and audiolly impaired

Develop and implement annual inspection and calibration plan of equipment

Number of calibrated machines and equipment.

DVC (AA) 2009-2012

Restructuring of Faculties, Schools and Institutes

Reorganize Faculties, Schools and Institutes into Colleges

Number of Colleges created

DVC (AA) 2009-2012 31.5 31.5 31.5

Strategic Objective 3: To optimize opportunities in the job market Graduate job market dominance

Develop and continuously update a database of graduates potential sectors of employment

Database in place DVC (AA) 2009-2012 9.0 9.0 9.0

Develop and operationalize a framework for tracking graduates placements

% increase in the number of JKUAT graduates absorbed in job market

DVC (AA) 2009-2012

Policy dialogue and advocacy on placement of graduates

Develop placement policy

Policy in place DVC (AA) 2009-2012 51 51 51

Link students with potential employers

Number of graduate employed

DVC (AA) 2009-2012

Employ best performing graduates

No of graduates employed by the University

DVC (AA) 2009-2012


Strategic Objective 4: To improve retention of students by 10% Academic financial support

Identification of deserving students

Number of deserving students identified

DVC (AA) 2009-2012 18 18 18

Liaison with HELB % increase in students accessing loans

DVC (AA) 2009-2012

Liaison with sponsors % increase in students accessing scholarships

DVC (AA) 2009-2012

Assignment of work to deserving students

No of students on work study

DVC (AA) 2009-2012

Students’ welfare support

Provide counselling services

Number of students retained

DVC (AA) 2009-2012 6 3 3

Provide spiritual guidance through chaplainancy

Number of chaplaincy sessions

DVC (AA) 2009-2012

Provide adequate catering services

% level of student satisfaction

DVC (AA) 2009-2012

Provide extra curricula activities

Number of extracurricular activities

DVC (AA) 2009-2012


Strategic Issue 2: Academic Programmes Offered Strategic Objective 1: To raise and sustain academic standards in all JKUAT programmes


Actor Time Frame Assumption Budget (Ksh. Million) 09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Compliance with university quality assurance standards on university programmes

Update the assessment instrument

Updated instrument DVC (AA) 2009-2012 10.5 10.5 10.5

Execute the instruments % compliance of the assessment instrument to quality standards

DVC (AA) 2009-2012

Analyse the results % improvement quality in university programs

DVC (AA) 2009-2012

Implementation of the self assessment programme

No of programs subjected to self assessment reviews

DVC (AA) 2009-2012

Programme performance in the market

Develop and continuously update a database of the programme

Number of programs improved

DVC (AA) 2009-2012 3.5 3.5 3.5

Develop a framework for tracking programmes performance

% increase in demand for JKUAT programs

DVC (AA) 2009-2012

Review programmes after completion of a full

Number of programmes

DVC (AA) 2012


cycle reviewed Enterprise development

Integrate entrepreneur courses into JKUAT programmes

No. of entrepreneurial courses

DVC (AA) 2012 2 1 1

Benchmarking with existing regional and international quality standards on programmes

Adopt relevant benchmarked programmes

No of programs benchmarked

DVC (AA) 2009-2012 7 7 7

Participate in regional and international conference.

Number of regional and international conferences attended.

DVC (AA) 2009-2012

Meeting global expectations through market driven programmes

Develop and execute instruments to assess market needs

% compliance to the instruments

DVC (AA) 2010/2012 17.85 17.85 17.85

Develop academic programmes

No of programmes developed

DVC (AA) 2010/2012

Involve industry, alumni and other stakeholders in evaluation of programmes.

Number of industries, alumni and other stakeholders involved in programme review

DVC (AA) 2010/2012

Peer review Peer review recommendations

DVC (AA) 2010/2012

Accreditation Accreditation certificate

DVC (AA) 2012

Teach a second international language besides English.

The second language taught

DVC (AA) July 2009-2012

Credit accumulation and transfer

No. of transfers realized

DVC (AA) 2009-2012

Organize seminars, workshops and

No. of seminars and workshops

DVC (AA) 2009-2012


conferences in the Academic Division.

Strategic Issue 3: Institutional Management and Resources Strategic Objective 1: To enhance and sustain an optimum human resource base by the end of the plan period


Actor Time Frame Budget (Ksh. Million)

09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Optimizing human resource capital

Conduct a Human Resource Audit

Human Resource Audit findings and recommendations

DVC (APD) 2012 14 14 14

Conduct Job Analysis and Evaluation

Job descriptions and placements

DVC (APD) 2012

To recruit and retain qualified University human resource

Number of qualified staff recruited % staff retention

DVC (APD) 2009-2012

Reviewing Schemes of Service for all Categories of Staff

Reviewed Terms and Conditions of service

DVC (APD) 2011

Adopt an effective Electronic Human Resource Planning (HRP) System

Degree of adoption of the Electronic HRP Degree of efficiency and effectiveness in HRP

DVC (APD) 2010


Strategic Objective 2: Establish a culture of good governance in the management of the university over the plan period Adoption of good corporate governance concepts and practices

Training in good governance, administrative, leadership and management skills

Number of staff trained

DVC (APD) 2009 19 19 19.5

Develop appropriate good governance policies

Operational governance policy

DVC (APD) 2009

Implement good governance policy

Degree of adherence to good governance

DVC (APD) 2009-2012

Create and adopt a good corporate governance system

Good governance structures and processes in place

DVC (APD) 2009

Establishment of an anti corruption unit

Anti corruption unit in place

DVC (APD) 2009

Implement code of ethics

Degree of compliance with the Code of Ethics

DVC (APD 2009-2012

Compliance to the national health, safety and security standards

Develop relevant policies on health, safety and security

Health, safety and security policies developed

DVC (APD) 2009 22.5 29 15

Conduct training on health and safety

Number of scheduled health and safety trainings conducted Number of staff trained

DVC (APD) 2009-2012

Conduct safety drills for staff and students

Number of safety drills conducted

DVC (APD) 2009-2012


To develop and conduct health programmes for staff and students

Health programmes developed Level of utilization of the health programmes

DVC (APD) 2009-2012

Develop and implement a system for monitoring, prevention and control of epidemics

Degree of implementation of monitoring, prevention and control system

DVC (APD) 2011

National policy on service delivery

Adoption and appliance of service charter

Degree of adherence to the University Service Charter

DVC (APD) 2009-2012 30 35 14

Conduct regular review of terms and conditions of service

Reviewed Terms and Conditions of Service

DVC (APD) 2011

Conduct customer satisfaction survey

Degree of implementation of Customer satisfaction survey findings and recommendation

DVC (APD) 2010

Conduct employee satisfaction survey

Degree of implementation of Employee satisfaction survey findings and recommendation

DVC (APD) 2011

Conduct work environment survey

Degree of implementation of Work environment

DVC (APD) 2012


survey findings and recommendation

Compliance with the national E-strategy

Conduct an ICT audit ICT audit findings and recommendations

DVC (APD) 2009 1.3 3.2 3.2

Adoption of E-strategy guidelines

Degree of adoption of E-strategy guidelines

DVC (APD) 2009

Acquisition and installation of requisite hardware

Requisite hardware installed

DVC (APD) 2010

Development and application of supportive software

Degree of automation

DVC (APD) 2011

Benchmarking with national and international best practices in management

Adopt relevant benchmarked university management practices.

Degree of improvement in benchmarked areas in management practices

VC 2009

Adopt results oriented organizational culture

Positive corporate culture as reflected in the corporate values

VC 2009

Adherence to the strategic plan

Train staff on strategic plan implementation

Number of staff trained

DVC(APD) 2010 1.2 1 5

Provide required resources

Budget allocated VC 2009-2012

Develop and implement departmental work-plans and performance contracts

Degree of implementation of the departmental work plans and performance contracts

Registrars 2009-2012


Develop an instrument for strategic plan monitoring and evaluation

Degree of achievement of the set goal/ targets

VC 2009

Execute the instrument , analyse the results and address the variances identified

Performance variances determined and addressed.

VC 2009-2012

Adherence to international quality management systems

Adopt international quality management standards in all the university operations

ISO 9001: 2008 Certification obtained.

DVC (APD) 2009 0.5 0.5 0.5

Conduct scheduled QMS audits

QMS audit findings and recommendations

DVC (APD) 2010/2012

Implement QMS audit findings and recommendations

% increase in quality of services and products

DVC (APD) 2009-2012

Adoption and application of service charter

Degree of adherence to the University Service Charter

DVC (APD) 2009-2012

Strategic Objective 3: To efficiently and effectively manage of financial resources of the university over the plan period Growth of current revenue streams

Increasing students enrolment

% increase in fees receivable

DVC(AA) 2009-2012 14 14 14

Lobby government for additional funds

% increase in capitation

VC 2009-2012

Expansion of income generating activities

% increase in income from income generating activities

VC 2009-2012

Adoption of new Establishment of new Number of new VC 2009-2010 60 60 60


revenue streams campuses campuses established Revenue from new campuses

Establishment of new programmes and products

Number of new programmes developed Revenue from new programmes

DVC(AA) 2009-2012

Donations and sponsorships

Develop proposals for fundraising through linkages and collaborations

Number of proposals funded % increase in revenue from funded proposals

DVC (RPE) 2009-2012 32 32 32


Prudent management of financial resources

Enhance utilization of the financial management system

Appropriate financial performance ratios Compliance to international financial reporting standards Degree of linkage of the financial system to University Campuses Compliance with set budgetary levels

DVC (APD) 2009 16 16 16

Identify and implement cost cutting measures

% cost reduction DVC (APD) 2009

Instituting measures for containing financial mismanagement

Number of corrective actions taken

DVC (APD) 2009

Strategic Objective 4: To enhance university’s infrastructure and facilities. Renovation and expansion of existing university infrastructure

Develop Master Plans for all university campuses

Master Plans in Place for Campuses

DVC (APD) 2009- 2010 15.5

15.5 15.5

Conduct renovation and expansion of existing units

Number of renovations and expanded units

DVC (APD) 2009-2012

Improvement of University main gate

Improved gate DVC (APD) 2009

Development of new

Carry out new infrastructure

% completion of DVC (APD) 2009 54 54 215


infrastructure development in line with University Annual Plans

new infrastructure

Number of newly constructed infrastructure

Construction of water treatment plant (Taita Taveta)

Water treatment plant

DVC(APD/AA/RPE)/VC

2010

Construction of a new graduation square

New graduation square

DVC(APD/AA/RPE)/VC

2011

Construction of pathway (new science complex –JKUAT Hospital)

pathway (new science complex –JKUAT Hospital)

DVC(APD/AA/RPE)/VC

2011/ 2012

Development of parking space (20,000sq ft)

developed parking space

DVC(APD/AA/RPE)/VC

2009-2012

Development of new facilities

Construction of students hostel

New hostel DVC(APD/AA/RPE)/VC

2009 162 162

Construction of students centre

New student centre DVC(APD/AA/RPE)/VC

2010

Construction of staff centre

Staff centre

DVC(APD/AA/RPE)/VC

2010

Construction of maternity wing

Maternity wing DVC(APD/AA/RPE)/VC

2010

Construction Mortuary wing

Mortuary wing DVC(APD/AA/RPE)/VC

2010

Extension of Administration Block

Extended administration block

DVC(APD/AA/RPE)/VC

2010

Construction of hospital theatre

Hospital theatre DVC(APD/AA/RPE)/VC

2010

Acquisition of new facilities

Develop and carryout acquisition plans

Number of newly acquired facilities

VC 2009-2012 1.2 1.2 1.2


Acquisition, installation and commissioning of machines and equipment

Development of annual procurement plans for machines and equipment

Annual procurement plan

DVC(APD) 2009-2012 10 10 10

Purchase of machines and equipment

Number of new machines purchased

DVC(APD) 2009-2012

Provide required equipment and facilities for health and safety

Budget for health, safety and security allocated Number of equipments purchased

DVC(APD) 2010

Conduct regular inspection and repair of equipment and facilities for health and safety

Scheduled inspection and maintenance reports

DVC(APD) 2009-2012

Conduct calibration of equipments

Calibration reports Number of equipment calibrated

DVC(APD) 2009-2012

Repair and Maintenance of equipment and facilities

Develop annual inspection of equipments

Annual inspection reports

DVC(APD) 2009-2012 10 20 15.5

Conduct scheduled repair and maintenance of machines and equipment

Degree of repair and maintenance

DVC(APD) 2009-2012


STRATEGIC ISSUE 4: RESEARCH AND INNOVATIONS Strategic Objective 1: To enhance strategic and value-added research and innovation over the planned period


Actor Time Frame Assumption Budget (Ksh. Million)

09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Responsive, Research and Innovation

Enhance student and staff research and innovation funds

Amount of increase in research and innovation fund endowment

DVC (RPE)

2009-2012 60 65 70.5

Fund research and innovation projects

Number of funded research and innovative projects

Amount awarded for each research and innovation project

DVC (RPE)

2009-2012

Monitor and evaluate funded research and innovative projects

Number of successfully completed research and innovative projects

Head, Research Head, Production

2009-2012

Identify opportunities for exchange programs

Number of opportunities for exchange programmes

DVC (RPE) 2009-2012

Identify staff and students for exchange programs

Number of staff and students on exchange programs

DVC (RPE) Head, Research

2009-2012

Support staff for Amount of financial DVC (RPE) 2009-2012


exchange programs support to staff on exchange programmes

Head, Research

Policy dialogue and advocacy

Develop policies on research, innovation, technology transfer, patents and IP

Research policy Innovation policy Technology transfer policy Patents and IP policy

DVC (RPE) Head, Research Head, Production

2010 3 3 3

Encourage staff-staff and staff-student liaisons on thematic research areas

Consultative meetings and workshops for staff and students at departmental, faculty and institutional levels

Number of meetings and workshops Number of liaison groups formed


2009-2012 1.2 1.2 1.2

Constitute thematic, multidisciplinary research teams

Number of research teams constituted

DVC (RPE)

2010

Encourage research and innovation proposal development for external funding

Identify potential external funding agencies

Number of external funding agencies identified


2010/2012 2 2 2

Formulate, vet and submit research proposals on thematic areas

Number of submitted research proposals for funding in a year Number of funded projects


2009-2012

Foster and Undergraduate Number of awards DVC (RPE) 2009-2012 10 10 10


reward undergraduate and postgraduate supervision among university staff

supervision by staff

for undergraduate supervision

Head, Research

Postgraduate supervision by staff

Number of awards for postgraduate supervision

DVC (RPE) /(AA) 2009-2012

Acquisition of patents and intellectual property rights

Establish a patent and IP office

Operational Patents and IP office


2010 10 10 10

Lodge patent and IP claims

Number of patents and IP rights


2010-2012

Strategic Objective 2: To attract and retain staff with a demonstrated commitment to excellence in research and innovation Policy dialogue and advocacy

Develop special terms and conditions of service for researchers and innovators for inclusion in the existing recruitment policy

Revised policy Number of researchers and innovators recruited Number of researchers and innovators retained

DVC (RPE) Head, Research Head, production

2010 3 3 3

Develop and administer an award scheme for outstanding researchers

Number research awards Number of innovation awards

DVC (RPE) Head, Research Head, production

2010

Acquisition, commissioning and maintenance of appropriate

Determine critically required research equipment and facilities

List of critically required equipment and facilities


2010 55 55 55

Purchase and/or Number of DVC (RPE) 2010-2012


research equipment and facilities

construction of equipment and facilities

purchased, constructed and/or installed equipment and facilities

Head, Research

To increase centres of excellence and institutes for responsive research pursuits on current and emerging issues

Thematic alignment in research and innovation

Number of prioritized themes


2010 30 30 30

Establish and operationalize responsive centres/institutes of excellence

Number of operational centres and institutes


2010-2012

Strategic Objective 3: To increase production and income generation activities within the University Policy dialogue and advocacy on commercialization of university research output and innovation

Develop commercialization policy

Policy on commercialization

DVC (RPE) Head, Production

2010 3 3 3

Develop and administer guidelines on commercialization of research outputs and innovations

Guidelines on commercialization Number of commercialized research outputs and innovations Amount of income generated


2010-2012

Maximization of application of research and innovation products.

Develop proposals for increased production and income generation

Number of proposals funded


2009-2012 12 13.8 15.87

Fund increased production and income generation

Amount of money invested


2009-2012


Monitor and evaluate performance of income generation activities

% annual increase in production


2009-2012

Reward staff engaged in production and income generating activities

Number staff awarded annually


2009-2012

Strategic Objective 4: To facilitate dissemination of research results and innovations to target users for application over the plan period Effective and legally bound awareness creation

Package research results and innovations into usable format

Number of conferences and workshops

DVC (RPE) Head, Research Head, Production and Innovations

2009-2012 18 18 18

Organize conferences and workshops

Number of papers presented at conferences

DVC (AA)/(RPE)

2009-2012

Support staff for conferences and workshops

Number of publications in refereed journals

DVC (AA)/(RPE)

2009-2012

Provide avenues for publication/demonstration of research findings and innovations

Facilitate presentation of research findings at national and international professional meetings

Number of staff presentations funded or supported annually


2009-2012 10 10 10

Participate in shows and national and international trade fairs

Number of annual participations in shows and exhibitions

DVC (AA)/(RPE)

2009-2012

Publish proceedings, journals, books and leaflets

Number proceedings, journals, books and leaflets published annually

DVC (AA)/(RPE)

2009-2012


STRATEGIC ISSUE 5: Partnerships and Linkages Strategic Objective 1: To improve on university linkages and partnerships with industry, off-shore, research and development institutions among others for joint projects and programmes



09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Focused collaborations

Determine priority areas for collaboration

No. of areas of collaboration

DVC (RPE) Head, Linkages

2010 12 12 12

Identify institutions for collaboration

Number of joint programs and projects

DVC (AA)/(RPE)

2010

Sign MOUs Number of signed MOUs

DVC (AA)/(RPE)

2010-2012

Strategic Objective 2: To increase access to JKUAT programmes through collaborative arrangements with middle-level colleges as centres for university programmes Priority based partnerships

Determine priority partnerships programmes

List of programmes DVC (RPE) Head, Linkages

2010 1.2 1.2 1.2

Identify the institutions List of institutions DVC (RPE) Head, Linkages

2010

Sign MOUs Number of signed MOUs

DVC (RPE)

2010-2012

Monitor and evaluate partnerships

Quality inspection visits No. of visits Inspection reports

DVC (RPE) Head, Linkages Head, Linkages

2010-2012 2 2 2

Strategic Objective 3: To increase the use by industry and other external organizations of the university’s technology, research outputs and innovations to create socio-economic benefits, while generating income to support research and education


Focused value chain creation

Identify potential users of technologies, research outputs and innovation

Number of innovations


2.2 2.2 2.2

Package technologies, research outputs and innovations

Number of research outputs utilized


Sign and execute supply agreements

Number of signed agreements

DVC (RPE)

Strategic Objective 4: To strengthen cultural and technological exchanges with institutions of higher learning Peer strengthening mentoring

Create a data base of peer higher learning institutions

Data base in place DVC (RPE)/(AA) 2010 15 15 15

Organize consultative meetings to determine areas of mutual benefit

Areas of mutual benefit

DVC (RPE)/(AA) 2010

Develop and execute peer mentoring agreements

No. of agreements DVC (RPE)/(AA) 2010-2012


STRATEGIC ISSUE 6: Community Extension and Technological Transfer Strategic Objective 1: To provide community needs-based extension services



09/10 (Y1)

10/11 (Y2)

11/12 (Y3)

Community-based outreach

Identify target community

No. of target community

Head, Extension 2010 6 6 6

Develop and survey instrument to profile and prioritize the community needs

Profile of identified community groups Number of surveys conducted Number and list of needs

DVC (RPE)

2010-2012

Prepare an action plan for the agreed intervention

Action plan in place DVC (RPE)

2009

Constitute a joint implementation committee

Implementation committee in place

DVC (RPE)/(AA)/(APD)

2009

Implement the agreed action plan

Number of extension programmes

DVC (RPE)

2010-2012

Community-based training

In-country training for rural women

No. of training programmes conducted No. of women trained

DVC,(RPE) Head, Extension

2010-2012 6 6 6


Strategic Objective 2: To facilitate transfer of appropriate technologies and diffusion of new knowledge across the various sectors of the Kenyan economy Sector based outreach

Identify sector specific stakeholders

Number of stakeholders

DVC (RPE) Head, Extension

2009

Determine priority needs

No. of needs DVC (RPE) 2010

Identify appropriate technologies based on agreed needs

List of technologies DVC (RPE) 2010

Develop transfer arrangements

No. of agreements DVC (RPE) 2010-2012

Enter into agreements / contracts

Signed agreements / contracts

DVC (RPE) 2010-2012

Shows and exhibitions

Participate in annual ASK shows and trade exhibitions

No. of shows attended No. of trade exhibitions attended

DVC (RPE) Head, Extension

2009-2012 11.5 12.65 13.9


APPENDIX II: CURRENT ORGANIZATION STRUCTURE

MINISTRY OF EDUCATION

CHANCELLOR

COUNCIL

VICE CHANCELLOR SENATE MANAGEMENT BOARD

D.V.C ADMINISTRATION PLANNING AND

FINANCE

D.V.C ACADEMIC AFFAIRS

D.V.C RESEARCH,

PRODUCTION AND EXTENSION

REGISTRAR

R.P. E

VICE CHANCELLOR’S OFFICE

• Chief Internal

Auditor • Chief Public

Relations Officer • Chief Security

Officer • Legal Officer • Director

Registrar Admin & planning

D / registrar Admin & planning

(a) S.A.R

Personnel (b) S.A.R

Central Services

(c) S.A.R

Recruitment & Training

(d) S.A.R

l i

Principal medical officer

Chief Medical Officer

Snr Medical Officer

Finance officer

Deputy Finance Officer

Senior Accountant

Deputy Librarian

D/ Dir Catering Services

Dean of Students

Snr. Asst. D.O.S

Deputy D.O.S

Snr. Asst. Librarian

1. Deans of

faculties 2. Directors of

Institutes 3. Directors of

Schools 4. Directors of

Registrar Academic

Affairs

Deputy Registrar Academic Affairs

1. S.A.R Exams 2. S.A.R

Admissions 3. S.A.R

Postgraduate Studies

Librarian

D/ Dir Games &

Sports

DIRECTOR Students Welfare

Services

Senior Games & Sports Officer

D/ Dir Halls

Catering Manager

Senior Halls Officer

Deputy Registrar RPE 1. S.A. R Research 2. S.A.R Production 3. S.A.R Extension

1. Associate Deans

2 A i t

Chairmen of Department

Principal of Colleges

Deputy Principal

Dean of Faculty

• Snr. Internal Auditor • S.A.R Public

Relation • Snr. Security Officer

62

APPENDIX III: MONITORING AND EVALUATION INSTRUMENT MONITORING AND EVALUATION

PERFOMANCE LEVEL

STRATEGIES

TIME FRAME

OUTPUT PLANNED TO DATE

ACTUAL TO DATE

VARIANCE IN %

IMPEDING OR

IMPELING FACTORS

RESPONSIBLE PERSON

62

APPENDIX IV: MONITORING AND EVALUATION PROCESS THROUGH BENCHMARKING

Planning Determine which areas to benchmark Priorities Customer Identify key processes / Needs outcomes to measure based on strategic imperatives Identify Benchmark Institutions Identify practices and Identify practices and measure performance measure JKUAT own of the institutions performance Review the results

Implement the potential improvements Measure results Inform ongoing planning

strategic plan 2009-2012 - jomo kenyatta university … · jkuat strategic plan 2009-2012 4 the...

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